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Exceptions to this rule are papers in smaller markets with a high Internet presence. The 180,000-circulation Austin (Texas) American-Statesman has had 51 dot-com and e-retail advertisers since March, said Jack Puryear, national manager of major accounts. Advertisers are flocking to Austin because "we're No. 2 on the list of the most-wired cities in America," he said. E

Advertise? Yes. Pay? Maybe.A problem for newspapers with e-retail accounts is worrying about whether they'll pay their bills."We haven't had a bad experience, but there are those who have," said Nicholas Cannistraro Jr., president/general manager of the Newspaper National Network. Cannistraro said that some advertising agencies for e-commerce firms try to practice "sequential liability," which allows them to avoid financial liability if their tiffany money clip on sale don't pay up. But Cannistraro won't accept that, since agencies are customarily liable for their clients' bills. If he's unsure of a client's or its agency's credit, he demands cash upfront, he said."We ask for credit information, and if it looks reasonable, we're fine, but if it doesn't, we ask for cash upfront," said Ernie Pricco, national advertising director of the San Francisco Chronicle.

"There's lots of undercapitalized operations among e-commerce companies and their agencies," Cannistraro said. "Newspapers have to be careful about getting paid." - Ken LiebeskindWith hospitals in an intense penny-pinching mode, the climate couldn't be better for demonstrating how your communication programs contribute to the bottom line.Increasingly hospitals are rewarding this accountability with attractive incentives and -more importantly - the opportunity to contribute to strategic organization-wide decisions up front.PR and marketing departments are no longer considered afterthoughts, but tiffany necklace on sale players in shaping the organization's strategic direction. To this end, PR and marketing executives must show how they make the cash registers ring. The days of warm-and- fuzzy community relations campaigns that don't deliver quantitative branding results are over.To arrive at a definitive explanation of what the performance expectations are for healthcare PR and marketing executives, HPRMN spoke with several senior-level communicators from a wide range of healthcare organizations who provided candid insight on what it takes to prove your worth to upper management tiffany ring on sale get the professional compensation that goes along with it.

Achieving Quality Kaiser Permanente stakes much of its employee performance expectations on achieving quality-focused goals that shape the healthcare system's mission. PR professionals who work in the Oakland office and handle national PR programs are expected to demonstrate how they've contributed to at least three annual organization-wide goals that deal with either quality improvement initiatives or new quality planning efforts, says Alan Mann, Kaiser's VP of public affairs. Senior executives who achieve these goals are offered varying levels of incentives that range from 10% to 25%. Kaiser is also considering making similar tiffany pendant on sale available to mid- management.

These incentives, however, are not in addition to base salaries; they are a part of the overall salary structure, which means a portion of executive salaries are at risk, says Mann. Compensation is based on achieving a performance mix that is based on two-thirds organization- wide goals and one-third individual goals. With such an emphasis on performance, Kaiser holds workshops on writing effective employee evaluations. Mann works with his department on developing communication plans that include actionable and measurable goals. "It's vitally important to state goals precisely by choosing verbs that describe exactly what's going to be accomplished in the tiffany sale year," says Mann. Key examples include using verbs like "develop" and "execute" to describe a strategy instead of plans that "improve" or "continue to achieve" progress in key areas.Early/Consistent Evaluation

When the Detroit Medical Center adopted a decentralized branding approach for its nine facilities earlier this year, it overhauled the marketing department to become an integrated delivery network for communications that relies on shared resources. To make this marketing transition, DMC consulted with Jenny Seyfreth of Seyfreth & Associates who is the system's interim VP of marketing.