Interview With
Michael Meanwell
Interview by Jenna Glatzer
Michael Meanwell, a native of Melbourne, Australia, is the author of The
Enterprising Writer: How to earn $111,245 a year, writing what you like when you
like. His career has evolved from a freelance, staff journalist and
columnist for various publications, including the Herald-Sun, New Idea, People
and Small Business Success to a public relations and marketing consultant.
His client list includes well-known companies ranging from Kodak, Ford, Honda,
Océ and World Vision to ANZ Bank, Target, Cross Writing Instruments, Paccar,
VDO and Royal Selangor Pewter.
How did you get your start as a writer?
Like many in our profession, I dreamed of being a writer when I was at school. In fact, that's when I first
started writing. I wrote articles for the school magazine as well as poetry and even a short,
three-act play.
But, my 'real' start came straight after school. I couldn't get a job with the small handful of newspapers or
publishing houses in my city (Brisbane, Australia), so I started writing articles, firstly for me
and then for publication. Then (1981), like now, I was very conservation-minded, so I wrote articles on the state of
the environment, the mass destruction of the earth's resources, and animal rights issues.
It wasn't easy breaking through. In the beginning, I collected more rejection slips than checks, but before
long, my articles were being published in local newspapers and then national magazines at the ripe
old age of 17.
I still recall the daily anticipation, as I waited for the postman to arrive: would I have a letter from an editor
or another returned manuscript?
In some ways, it didn't matter, so long as I got some kind of response from the publishing world. (I used to
joke to friends that I had been rejected by the best newspapers in the English-speaking
world: The New York Times, The Washington Post, The LA Times, even the London Times had all rejected me now - but
not for long. Well, it's 20 years later, and I still haven't been picked up by any of
these newspapers, but one day they will bend to 'public pressure' - what can I say - I live in hope.)
I did feel one step closer, however, when I became a staff journalist for a regional daily at 19. It sharpened
my skills, and gave me a lot more confidence. Throughout the past 20 years, whether I had a
full-time job or not, I continued to freelance.
Why did you get into business writing?
By the time I was 25, I had gone as high as I could go as a journalist in terms of seniority. I had worked as a
staff reporter, sub-editor and columnist for various newspapers along the East coast
of Australia and was currently working for a stable of national business magazines.
One day, I was reading a collection of news releases received from PR agencies and, I thought, I can write
these far better. That was part of my job anyway - to turn these thinly-veiled advertisements into
something worth printing. Often, I would sit on the phone, interviewing the PR agency's client, to discover the real
'meat' of the story. Before long, my stories were being praised by the PR agencies' clients.
By then, I was ready for a new challenge. So, that was when I decided to move from the mainstream media to
public relations and marketing.
I worked with a small agency. By small I mean, it was myself, the boss (an ex-journalist like myself) and a
receptionist. I don't begrudge my start in PR and marketing. I got a far better hands-on
grounding in these disciplines than many colleagues I know who worked for the major agencies.
Because the business was so small, I had to handle a wide range of activities and work across a variety of
accounts. It was hard work, but it was a lot of fun. It's actually one of my most memorable
experiences before starting my own consultancy a few years later.
I learnt PR and marketing communications from an ex-journalist. So my news releases were written often
as hard news and often printed verbatim. I still think and write PR as a journalist. I think it's
the only way you're going to keep your clients in print.
Before I got into PR, however, freelanced for an advertising agency, producing some direct mail, point of
sale and other material. That's where I got my first taste of the difference in writing PR copy
versus ad copy.
Again, with the small agency I worked for, we handled not just PR but also DM (direct mail) and advertising -
virtually any kind of marketing - which broaden my skills.
Where do you find markets for your work?
This is one of the areas I discuss in my ebook, 'The Enterprising Writer.'
For me, I have found the most effective ways of gaining corporate clients are through referrals from existing or
satisfied clients. I realize this is chicken and egg stuff - you need clients first,
before you can get client referrals.
Even if you haven't got any clients, you can get referrals from people you know. That's what I did when I went
out on my own in 1991.
I knew people in their own business, and I had contacts in the media. Both groups knew people who needed
my services, and so that's how I initially found clients. I was friendly with a number of advertising
representatives for newspapers and magazines. They all had clients who spent money advertising with them, so I
was able to add value to the client's advertising dollar by writing stories about their
business. Sometimes the story accompanied an advertisement in a feature. But, if
it was an important story, it was syndicated to the national media.
Once I had gained the confidence of the client, I would add value to their PR campaign by producing a direct
mail program or maybe a newsletter or some other marketing services.
Today, when I am in need of clients, I practice what I preach. I have produced a brochure on the benefits of
working with my consultancy. I send this out to relevant organizations with a personalized letter,
just as I do when conducting a DM campaign on behalf of one of my clients.
How do you approach these companies?
I target both small businesses and large corporations, and I make sure that the letter I send addresses issues
pertaining to their business size, needs or industry.
The letters are, of course, are sent to either the marketing manager, national sales manager or managing
director - whoever is most appropriate. If I am unfamiliar with the company, I will do a little
preliminary research on their product range, target markets and other areas. It's easy to gather this marketing
intelligence from their Web site or from brochures. Another good source is newspapers and
magazines. In fact, I sometimes get my best leads from reading about companies in the news.
Keep in mind that each of these people are well versed in marketing. They have seen it all and heard it all. I find
the best approach is to write honestly. I would suggest that for any marketing communication, but in this
instance, play it straight and always think from the viewpoint of the reader. What do they need, rather
than what are you selling.
Is it important to be incorporated, or at least to have a business license?
Operating in Australia may be different to the US. What I have found here is that being incorporated carries an
air of professionalism. If you're incorporated, you must be serious about business - that seems
to be the attitude for some people.
My marketing consultancy is incorporated, but my other business, a natural therapies center, is not. It's
important to make the distinction. The consultancy deals with other companies (be it
corporate clients, newspapers or magazines), the center deals mainly with private individuals. That's why there's not the same
need.
How do you outsource work? Do you tell your clients that you do this?
Absolutely! Again, honesty is the best policy.
I not only tell my clients, I actually use this to my advantage.
My business has one employee - me. But I can have anything up to a dozen people working with me at any
one time. Sometimes, we get together for in-person meetings, but often I brief my sub-contractors
via email and the phone.
Each of the regulars has a brief biography in my corporate profile, which every prospect and client
receives. I have hand-picked my sub-contractors so that their skills complement mine and the client
work I undertake.
This gives me an advantage over larger agencies as well as similar-sized consultancies and freelancers. I am able
to handle larger projects, requiring two or more staff - something freelancers and similar-sized consultancies
can't do. And, because I only pay sub-contractors when I need them, I can charge my clients a lot less
than the large agencies who maintain a staff of consultants.
I have used sub-contractors for piece-meal work as well as ongoing accounts, including Kodak, Paccar and
Telstra (Australia's largest telecommunications carrier).
Also, when you're working by yourself, it's good to work on account with others. It reminds me of the days
when my consultancy had a staff of five. We had the ability to put some or all on one account,
and to brainstorm and just share in the work. I used to miss those days, but now I can have that with
sub-contractors when the work is available.
My sub-contractors bring fresh ideas and viewpoints, and they also give me the freedom to take time off to
work on other projects or to have a holiday when I want to rather than when a client's schedule
allows me to.
That's a big plus when you ARE the business.
--Click
here for Part 2 with Michael Meanwell--
