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Larry goodman, who has been at CNN since Ted Turner first cablecast the news station in 1980, has seen the network transform remarkably.

Fifteen years ago, "we were literally beating the bushes to find clients to get on the air," recalls Mr. Goodman, 45, president of CNN Sales and Marketing. "Now, we've got one of the leading brands in the world and are turning some marketers away."


CNN's Internet sites could be on a similar path.

"Sixty-eight percent of advertisers who buy our Web sites also run on CNN," notes Mr. Goodman.

He attributes part of that to 57 of CNN's top 100 marketers using their traditional media agencies to buy Internet placement.

"We encourage buying in tandem with the Web, and lots of times our clients will ask for some interactive component to their buy," he says.

Approximately 20% of U.S. homes have a computer co-located with a TV set and "you're seeing many buyers and sellers wanting to build something beyond a traditional buy; they want to leverage one medium with another," Mr. Goodman says. "If you think about it, beyond the portals and search engines, the strongest Web brands are cable networks like ESPN and CNN."


Mr. Goodman is laid back and easygoing, in marked contrast to the hyperkinetic Mr. Turner.

And, of course, Mr. Goodman has some wonderful stories from the early days of CNN, when Mr. Turner would make sales calls.

"Back then we had a rivalry with our sibling, TBS," Mr. Goodman recalls, "and we'd try and make sure they didn't steal our leads, and vice versa.

"Well, Merrill Lynch was a well-developed CNN account, but not so for TBS. So on my current action report, which I assumed the TBS guys would look at, I made up a name, William Wentworth III, as our big contact."

Soon after that, Mr. Turner came to New York to make his monthly sales calls.


"My assistant would give him index cards with the folks we were going to see and how much they spend. So we meet with one guy at Merrill and after the meeting Ted says, 'I'm not getting satisfaction here. Who's this guy's boss?' And he looks down at the card. Unbeknownst to me, my secretary had taken this guy Wentworth from the action report, and wrote him down as the head . . . So Ted says, 'Let's go see this William Wentworth . . .'

"Well, I start sweating. I fumble around and mumble something about his office being in a building quite a distance away, hoping and praying that Ted won't press me. Luckily, Ted grumbled something like, 'OK,' and we went to the next call. But what other CEO would go on sales calls? I've seen him do remarkable things to win over an advertiser; dance on desks, you name it."

Today, Mr. Turner no longer makes sales calls, and Mr. Goodman is busy trying to figure out how the Web is going to interact with his traditionally delivered networks.

"Strategically it's very challenging, and it's fun by virtue of its newness and how it's changing and mutating," Mr. Goodman says. "Though it's only 10% of my

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