The Magazine for Direct to Consumer Marketers

April 2000

The Magazine for Direct to Consumer Marketers

www.responsemagazine.com

JimCaldwell

DRTV’s Renaissance Man

JimCaldwell

DRTV’s Renaissance Man

ProfileProfile

DRTV MARKET ING

COVER STORY

22 DRTV’S RENAISSANCE MANJim Caldwell of Future Thunder makes hisown breaks while taking DRTV productionto the limit.By Bridget McCrea

FIELD REPORTS12 Frederiksen Expands as the Industry Evolves

By Judianne Triglia

13 Jobs.com Goes a Second Round with AdCampaignBy Judianne Triglia

14 FloNetwork Extends E-marketing Tools andServices to Its ClientsBy Judianne Triglia

14 Euro RSCG Acquires TyeeBy Judianne Triglia

15 Learning Solutions Breaks into DRTV with LimitedFunds and ExperienceBy Marshall Nanis

18 Response Expo Unites DRTV and E-commerceBy Judianne Triglia

SPEC IAL SECT ION

20 RESPONSE EXPO PHOTO GALLERY

The Magazine for Direct to Consumer Marketers

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Apri l 2000

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Power ProfileO n t h e C o v e r

Jim CaldwellDRTV’s Renaissance Man

Photography by Bill Reiff

Story by Bridget McCrea

INTERACT IVE

52 NEWS TRENDSE-commerce Service Providers Offer New Systems forClients to Reach Their Consumers.By Judianne Triglia

EXCLUSIVE INTERVIEW

53 ANATOMY OF AN INTERACTIVE TV START-UPQ & A with Commerce.TV’s Matt Kay.By Michael Kokernak

Entertainer … producer … writer … di-rector … coach. No matter what hatJim Caldwell is wearing, one trait pre-vails: he’s a genuine people person.

Or, as Robert Vito, president of LawmanArmor Corp. in Berwyn, Pa. says: “a realman of the people.”

“Jim really wants to get out there into theaudience—he wants to see people’s respons-es,” says Vito, who’s company manufacturesthe unBRAKEable AutoLock. “For our in-fomercial, [Caldwell] placed an ad in thepaper, asking people to call him if they hadever had their car stolen. As a result, our in-fomercial’s audience was comprised of peoplewho had their cars stolen.”

As president of Future Thunder Produc-tions Inc. in Sherman Oaks, Calif., Caldwelltook it a step further, according to Vito, andsent out samples of the auto locks to the LosAngeles Police Department (LAPD). “Whenwe showed up on the set there were LAPDmembers there who had actually used theproduct,” Vito recalls. “They liked the prod-uct, and that reality really came through inthe infomercial.”

The man behind the infomercialsBorn in Akron, Ohio, in 1950, Caldwell was

the son of a financial executive and a stay-at-home mom. He’s the youngest of three sonswho “moved a lot” as children. “I always say Iwas a corporate brat, not an army brat,” saysCaldwell, who has lived in 11 states. As a 13year old, his family even moved to SouthKorea at one point, when his father was sentthere to do consulting work. “It was in 1964,during the height of the NormalizationTreaty being discussed between Japan andSouth Korea,” Caldwell explains. “It was avery interesting time for a young impression-able boy eager to soak in the experience—in-cluding riots, social unrest, the reality ofpoverty and a totally different culture. Wewere there for 10 months and it really gaveme a perspective of America.”

Most recently, Caldwell makes his home inLos Angeles, though all of that moving mayhave a lot to do with his outgoing personalityand highly polished people skills. He ex-plains: “Moving a lot exposed me to manystrangers and the get acquainted process. Italso taught me plenty about getting along,

DRTV’SRENAISSANCE

MANJim Caldwell of Future Thunder makes his own breaks

while taking DRTV production to the limit

B Y B R I D G E T M C C R E A

fitting in and not making waves until Igot the lay of the land. I learned howto observe and match the situation,tone of voice or level of excitementthat I was confronted with.”

Also, Caldwell says that as theyoungest member of the family he hadto learn to assert himself. “I becameknow as ‘Foreman Jim’ in my family,”he says, adding that at that point he be-came—and still is—a student of thecommunication process. “Clarity ofcommunication is a precious commodi-ty,” says Caldwell.

According to Caldwell, music was hisfamily’s bond. In fact, when his motherdiscovered that her sons could carry atune at ages 5, 6 and 8, she surprisedtheir dad one day when he returnedfrom a business trip. “My brothers andI serenaded him with a three-part har-mony rendition of the old standardWhen You Wore a Tulip,” recalls Cald-well. “Having a rich background inmusic, my dad was in hog heaven, andproceeded to teach us about 20 songs

over the span of several years—all inbarbershop harmony.”

The brothers went on to perform inand win talent shows, and still sing afew numbers when they get togetherthese days. In fact, Caldwell recentlycompiled all their old recordings ontoCDs and gave them to his two broth-ers. “I probably should call Time Lifeand do the ‘Caldwell Brothers Greatest

Hits,’” quips Caldwell. “I’ll have to callTim Hawthorne and get on that.”

In addition to being well-adapted tochange and able to carry a tune, Cald-well also has striking good looks and isa performer by nature. Combining thetwo he broke into television commer-cials. In the fall of 1981 he got the callthat validated his goals: A talk show onthe ABC affiliate in Boston wanted himto audition for their show, which airedright after Good Morning America. Thestation reviewed his taped audition,then called him up to Boston to audi-tion in person. “The same day overlunch they offered me the job on theGoodDay! show,” says Caldwell. “So,from a standing start—knowing noth-ing about the business—four and a halfyears after setting the goal to get a talkshow, I was in the sixth largest marketin the country five days a week, live onthe ABC affiliate, interviewing everyvariety of celebrity and author thatcame through town.”

A year later, Caldwell was hosting PMMagazine in New York, five days aweek in prime time, and had WilliamMorris as an agent. At the time, LeezaGibbons and Rob Weller were hostingcross-town on Two on the Town. Part ofCaldwell’s job description was to pro-duce two stories per month, so helearned production while on the air inNew York. From there, he went on tothe game show Tic Tac Dough (MattLauer took his spot on PM Magazine),then to HBO Entertainment News, theAce Award winning Top Card and thento infomercials.

Jumping into DRTVCaldwell’s first brush with the DR

business—which didn’t have a nameback then—was in 1985 when TonyHoffman was hosting the two-hourEverybody’s Money Matters live on Life-time, five nights a week. “I was blownaway by the fact that such a showcould exist,” Caldwell recalls. “I evenbought Joe Land’s Program Yourselffor Success! audio package of 12 tapesfor a mere $350 plus good old ship-ping and handling.”

Intrigued by the fact that it was possi-

POWER PROFILE: JIM CALDWELL

In addition to being a well-known businessman and entertainer, Jim Caldwellis also quite a family man. He and his wife, Donna Cherry, have a 5-year-oldson, Carson, who is already showing signs of following in his dad’s footsteps.

“He already has performing instincts on top of the normal interests you’llfind in a 5 year old,” says Caldwell, an avid moviegoer who regularly viewsthree or four movies on a Saturday or Sunday.

Caldwell and his family own a second home in Lake Arrowhead, Calif.,where he relishes the disconnect that oc-

curs when he goes. “It is bristling withthe latest communication technology, soI can deal with business when I need to,”says Caldwell.

He adds that his family is very active intheir church, and provides financial sup-port that brings comfort and aid to peo-ple in need across the world.

Donna Cherry-Caldwell is a stand-upcomic, impressionist, singer and per-forms as a regular at The Comedy Storein Los Angeles. She also pursues acting

and hosting opportunities, while sharing the joy of raising their son. “Donna is my anchor, my leveler—she keeps my feet firmly planted on the

ground,” Caldwell says. “Without her I couldn’t be at the level I am in thisbusiness. She is my perfect life partner.”

THE PERSONAL SIDE OF JIM CALDWELL

At age 13, a young Jim Caldwell (left) per-

forms barbershop tunes with his older

brothers in Seoul, Korea.

The Caldwell family: Jim with his

wife, Donna Cherry, and son, Carson.

ble to spend so much time talkingabout one product, explaining it, show-ing it and selling it, Caldwell washooked. Then he heard about an op-portunity to host some infomercials inthe same studio from which TonyHoffman was broadcasting; with TerryThompson directing. He did fourshows called The Money Tree featuringvarious business opportunities. Theydidn’t work, but his co-host, PirieJones introduced Caldwell to his futurewife, Donna Cherry.

A year later, Caldwell was asked to bea host for a few more shows and learnedof Kevin Harrington, co-owner of theFamily Guide Network. “I watchedhow they were produced and realizedthat I could do as well or better,” saysCaldwell, adding that Harrington’spartner asked him to produce a four-hour live national video teleconferencethat was launching a new business. “Idid it, and the next thing you know Iwas brought in-house to executive pro-duce all of the infomercials Kevin wasfielding through an organized boilerroom operation that solicited inven-tors.” Caldwell found himself in goodcompany. Sam Catanese was there,shoulder-to-shoulder with Caldwelland Harrington, as they helped pioneerthe infomercial industry. Then alongcame Tim Harrington, who startedthere right out of school.

“We were cutting our teeth in thisfresh frontier that didn’t even havemuch of a name yet,” explains Caldwell.“Kevin called it ‘sellivision.’”

Immersed in this new format called“infomercials,” they pumped 35 showsthrough the company in six monthswith a budget of only $750,000. “I washiring outside producers who had neverdone infomercials to execute shows thatwere mostly bad ideas and underfund-ed, but we didn’t know that yet,” saysCaldwell. “Carl Daikeler got his feetwet there, Collette Liantonio producedher first infomercials there, and perhapsmost importantly, Kevin establishedkitchen gadgets as a money machineduring those days.”

It was around that time that thephrase “the product is king” was

coined. Hooked onproducing infomercials, Caldwell sayshe quickly realized that finding a goodproduct was the name of the game. Hestruck out on his own in the fall of 1988while he was the host of Top Card atTNN.

Future Thunder is bornFounded in 1989, Future Thunder

Productions started out as Caldwell’smeans for developing and producinginfomercials that would drive nationaland international awareness engines,which would create and drive brands inthe global marketplace. “It sure sound-ed good at the time,” laughs Caldwell.

“And I intended to do it myselfwith no overhead. I worked outof my home in Manhattan andpaid myself nothing.”

While the overhead may havebeen low, Caldwell says he didshell out a few bucks in order totravel and meet the other pio-neers of infomercial produc-tion. He met, negotiated withand produced infomercials inconjunction with Ira Smolev

at Synchronal andQ u a n t u m /N a t i o n a lMedia (nowE4L). He hithis first homerun with KevinHarrington atNational Mediawith the FlyingLure, whichwent on to be aserious franchise

for five years—with five domestic andthree international infomercials. “I pro-duced that first show for $65,000 in 60days,” says Caldwell. “We sold over$100 million of that product. I madenothing on the production, but I bet onthe backend and won.”

Doing it his wayHe’s a true people person, but Cald-

well has also proven his individualism inbusiness. For example, unlike most pro-duction firms, he chooses to work fromhome, and keep a skeleton staff. “I’vemade the quality of life decision to not

1. Luck is preparation meeting op-portunity. You have to make yourbreaks as much as possible and pickyour moments to plant the flag.

2. Nothing is ever as it seems.Things change. No one is as goodor as important as they say. Thereis always some form of exaggera-tion or hyperbole on display.

3. There are always multiple agen-das to decipher.

4. Perspective and presence ofmind. If you have both, combinethem with skills to execute and im-plement and you increase yourchances to succeed.

Jim Caldwell’s Four Greatest Business Lessons

Jim Caldwell’s

career lead him

to popular TV

game shows

such as Top

Card and Tic

Tac Dough.


create a lot of overhead with employ-ees,” says Caldwell. “We’re small, andvery nimble. Half the time I pick up thephone when someone calls.”

The value in this strategy, accordingto Caldwell, is that when you “hire Fu-ture Thunder, you own my brain andexperience for the term of the deal,whether I am just talent or responsiblefor the entire campaign.”

Currently, Caldwell has one employ-ee—his “right hand man,” Brad Witt.“He’s an excellent utility player, frombeing a computer whiz to an excellenteditor with great command of our Avid1000 with its Pinnacle and Ice Board.He keeps the books, answers thephones, and does whatever it takes tosupport my efforts. With my home of-fice he is very patient when my sonCarson walks in and asks for help withhis Pokémon CD game.”

For the rest of the work, Caldwell re-lies on his virtual com-pany. “I pull togethermy freelance team forevery project,” he says.“Once finished, I letthem go until nexttime. This strategymakes for less frettingwhen things are ‘in be-tween’ active produc-tion.”

Lawman Armor’sRobert Vito, a PennState University pro-fessor, is one FutureThunder businesspartner who also preaches the value ofthe “virtual organization” to his stu-dents, and uses the concept at his firmas well. “By having a virtual organiza-tion, Jim is more nimble and able to goin and find the best people for eachproject instead of saying, ‘I need totake this project because I have to sup-port a staff of 100 people,’” Vito ex-plains.

The day Vito’s infomercial wasfilmed, for instance, there were morethan 100 people on the set between thecrew and the audience. “We signed acontract on Sept. 1, and within 60 daysthe infomercial was done, edited and

out to the stations,” Vito continues.“We were on the air by Thanksgiving,as promised.”

Moving on upFuture Thunder is considered one of

the leading boutique infomercial mar-keting companies in the world, withstrategic alliances established for allmarketing distribution channels. Ac-cording to Caldwell, his infomercialshave generated sales in excess of $800million worldwide for such brands asThe Flying Lure, Dura-lube, Dura-Shine, The Ionic Toothbrush, iMALL,Fantom Lightning, Fantom CycloneXT, and The Roto Zip Spiral Saw.“We’ve executive produced, produced,written or hosted over 85 infomercialsfor virtually all product infomercial cat-egories,” he adds.

From consulting on product meritsand packaging, to marketing strategies,

to all aspects of executing a production,Caldwell says his firm does it all.“There’s nothing we can’t do,” he says,adding that along the way he’s collabo-rated with all of the big players in theindustry, including Tri-Star, MediaGroup, Quantum, National Media,hawthorne direct and Guthy-Renker.

Coming off of a banner year in 1999,when the Fantom Cyclone XT andRoto Zip I garnered awards from theElectronic Retail Association, includingInfomercial of the Year, Caldwell haskept up the momentum with the intro-duction of Lawman Armor Corp.’s un-BRAKEable AutoLock, plus two fol-

Batting Home Runs

To say Jim Caldwell takes

a project from concept

to completion is quite an

understatement. As an exam-

ple of “making your own

breaks,” Caldwell recalls the

time when he mailed a VHS

copy of a new infomercial fea-

turing the Flying Lure to Bob

Garfield, an outspoken critic at

Advertising Age. In his letter,

Caldwell asked him why he

had never reviewed an in-

fomercial in his column.

“I also sent him a sample of

the lures themselves, not know-

ing if he fished or not,” Cald-

well says. “I never heard from

him, but subscribed to Advertis-

ing Age just in case he did re-

view it.”

Lo and behold, Garfield did

review the infomercial, and

gave it three and a half out of

four stars. Then, in the maga-

zine’s year-end issue, he voted

it one of the top-five commer-

cials of 1992.

“It was all because I proac-

tively nudged him in my direc-

tion, though he also fishes and

sincerely loved the product,”

says Caldwell. “Of course the

review was bittersweet since

he called my company Flying

Thunder Productions instead of

Future Thunder.”

Jim Caldwell with Rob Vito, inventor of the unBRAKEable

AutoLock, during the infomercial’s tabletop demonstration.


low-up infomercials for Roto Zip—in-troducing the Rebel and the Roto ZipPower Tool System.

Robert Kopras, CEO of Roto ZipTool Corp., Cross Plains, Wis., saysCaldwell is “simply the best thing thatcould have happened” for his compa-ny. After reviewing several tapes frompotential product hosts, Kopras andhis son Jason picked Caldwell becausethey say he “fit the format that theyhad in mind.”

“After reviewing his past projects, Idecided that I really liked their work,”recalls Kopras. “We went out to dinnerwith him to evaluate whether we want-ed him to host the show. In retrospect,I realize that he was kind of interview-ing us at the same time because hedidn’t want to get involved with a pro-ject that wasn’t of interest to him. As ithappens, it turned out to be a goodmatch all the way around.”

According to Kopras, it’s Caldwell’s“one man show” strategy that impress-es him the most. “The right product isimportant, but producing a show that’s‘real’—and not just a bunch of ac-tors—is important,” he says, addingthat with Roto Zip selling well, hisonly hang up now is how to keepenough product on the shelves. “Jim isa very good entertainer, and an excel-lent person. That’s hard to fake—andit shines through on screen.”

Polished techniquesThroughout his years in the enter-

tainment industry, Caldwell has man-aged to polish a few techniques thathelp him advance. As executive creativedirector, he says he can usually see justhow a show should look fairly quicklyafter getting acquainted with the prod-uct. “I do my best to inculcate my keyproduction team with my vision andthen make sure we stay on track,” headds. “I’m also very big on creating theshow in post, unless there is a highly-scripted, tight show flow that is dictatedby the product demo itself.”

When it comes to picking products,Caldwell says he only works with prod-ucts that are demonstrably superior,and that can stand up to scrutiny. “It

must deliver a proprietary list of bene-fits that the competition is hard-pressedto duplicate, let alone exceed,” he adds.

According to a fellow on-camera hostand producer, Anthony Sullivan, Cald-well’s easygoing style in front of thecamera is another valuable trait in theDRTV world. He refers to Caldwell asan “everyman, with no pretensions,”and a facilitator of ideas and conceptsthrough real, unscripted testimonialsand on-camera stand-ups that provideglue and a flow for the viewer to followalong. “Jim always tries to emotionallyengage the viewer through the kind ofinsightful story telling that you might

find on any mainstream magazineshows like NBC’s Dateline or CBS’sSunday Morning,” Sullivan adds.

Another of Caldwell’s colleagues, TimHawthorne of hawthorne direct, saysCaldwell is one of the best in the busi-ness at magazine-style story telling.“He comes out of that mold,” saysHawthorne. “He knows how to tell avery engaging story while pulling youtoward a product—he’s great at it.”

Industry insightsAs a prominent industry player—and

one who’s been around just about sincethe concept of DRTV was born—Cald-well has some keen insights on currentand future DRTV trends. Unlike theearly days, he says the industry has be-come more studied, and certainly lessseat of the pants. It’s also gottensmarter, more selective and filled withspecialists. Along the way, he says,media rates have crept up steadily, andthe “whole mantra of driving retail hasfinally sunk in.” At the same time,media funding deals are great for newentrants with product ideas. “Theyweren’t always there,” he says.

And there’s been change within the

THE YEAR WAS 1977 and Jim Caldwellwas living in Boston. Working as amaitre d’ in a French restaurant forsome time while in between jobs, hewould stop in a business library eachafternoon before his shift. During eachvisit he picked a book off the shelf andskimmed through it—lifting a nuggetor two of business wisdom each time.

One day, Caldwell picked up a bookcalled How to get to the Top Fast!.

“I had read many a self-help book inmy day and couldn’t understand whyit was in a very staid business library,”Caldwell recalls. “I was intrigued. Iskimmed the table of contents, pickedout the chapter called ‘Ask YourselfThree Questions.’”

The questions were: • What do you like to do the most?• What comes easiest to you?

• What do you get the most praise for?The book suggested the reader take

a blank piece of paper, think about itand write down the answers. Caldwelldid, and all answers pointed to per-forming as a career of choice. “I re-membered how much fun I hadsinging; it came easy, and we got plen-ty of praise,” he says. “Next question:can you make a living at it? My answerfor some reason was: ‘Well, JohnnyCarson ain’t doin’ so bad.’ My headwent to hosting TV shows.”

At that point in 1977 Caldwell decid-ed to go after what he later coined as“the industry of visibility.”

“And there was no turning back,”says Caldwell. “Every step of the way Ihave continually asked myself thethree questions and gone in directionsthe answers have taken me.”

FROM MAITRE D’ TO TV HOST


“I’ve made the quality of life deci-

sion to not create a lot of overhead

with employees. [Future Thunder

is] small, and very nimble. Half

the time I pick up the phone when

someone calls.”

DRTV companies themselves. Thosethat have hung in there and stuckwith their standards and integrity fora decade or more have prevailed asthe leaders. Many of those that didnot, simply disappeared. “Some ofthe companies that were huge andfull of themselves are gone,” Cald-well comments. “The ones that stuckaround for 10 to 15 years are obvi-ously players.”

Going a bit deeper, Caldwell says theElectronic Retailing Association coulddo more to help its members. “The or-ganization needs to mine the gold in itsown backyard more,” he explains. “For

example, in addition to seeking andcatering to new members (specificallydot-com companies) and possibly re-ducing the emphasis on the DRTVcore, it should be systematically pullinggroups together for informal brain-storming sessions, led by people like mewho know how to keep people on trackin a meeting.”

Caldwell’s reasoning is simple. If youwere to actually get to know the 30 or40 people in the DRTV business whohave been around the block severaltimes, then harness their abilities bet-ter, it could literally turbocharge theindustry’s power in the marketplace.“There is so much business comingdown the pike at all of us,” he explains.“It could either be an ugly head-oncollision, or we could help each otherjump on for the wild ride.”

Future outlooksLooking ahead, Caldwell hopes to

test-launch a line of greeting cards thisyear called SkyWriters. It’s his ownproduct, and he says the paper airplanehe used as a prop in his first auditiontape 18 years ago is the key ingredient.“I’ve helped a lot of other companiesbuild brand equity, and it’s time I took

everything I know and apply it to some-thing that I will own completely andhave fun doing.”

In addition to creating his own prod-uct and taking it to market, Caldwellsays he will also concentrate on con-stant reinvention and adaptation in hisbusiness. He explains: “All of us wholove what we do must give input andhelp our industry deal with the massivesea of change that is upon us. There isso much work available that newstrategic alliances must be formed tohandle all of it.” �


The inventor of the Roto Zip Spiral Saw,

Bob Kopras, and Jim Caldwell on the set of

the product’s infomercial, which won the

ERA’s 1999 Infomercial of the Year Award.

“All of us who love what we do

must give input and help our

industry deal with the massive sea

of change that is upon us. There

is so much work available that

new strategic alliances must be

formed to handle all of it.”

©Reprinted from RESPONSE, April 2000 AN ADVANSTAR � PUBLICATION Printed in U.S.A.Copyright Notice Copyright by Advanstar Communications Inc. Advanstar Communications Inc. retains all rights to this article. This article may only be viewed or printed (1) for personal use. User may notactively save any text or graphics/photos to local hard drives or duplicate this article in whole or in part, in any medium. Advanstar Communications Inc. home page is located at http://www.advanstar.com.

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