Canvas Magazine | The Money Train

P4 The Pendulum P8 Selling in Tough Times

CANVAS DEVELOPING HIGH ACHIEVEMENT IN PRINT SALES

P17 Product Spotlight P28 Are You Worth It? P34 Winning the Hearts and Minds P40 Book Recommendation: Selling is Dead

AUGUST 2008

The

Money Train Fast-tracking to pricing disciplines.

AUGUST 2008

P2

Publisher’s Thoughts Why Having a Chip on Your Shoulder is a Good Thing

P4

The Pendulum Is it time to look at a new approach to selling?

P8

Selling in Tough Times Here’s how to communicate your value to potential customers in a tough economic climate.

P17

Product Spotlight Neenah Paper Print in the Mix Kodak

Industry News K/P Corporation combining operations in new facility

P20

The Money Train Fast-tracking to pricing disciplines.

P28

Are You Worth It? What print buyers think is good as gold in a sales call.

P34

Winning the Hearts and Minds How a Special Forces officer used TLC on some difficult prospects.

PUBLISHER

EDITORIAL BOARD

mark potter

lisa arsenault

aaron grohs

MANAGING EDITOR

McArdle Printing Co.

Consolidated Graphics, Inc.

ART DIRECTOR

gary cone

ron lanio

brent cashman

Litho Craft, Inc.

Geographics, Inc.

peter douglas

randy parkes

Lake County Press

Lithographix, Inc.

P40

Selling is Dead

graham garrison

CONTRIBUTORS linda bishop, mark mccombs, brian sullivan

CANVAS magazine FOR MORE INFORMATION: 678.473.6131 6555 Sugarloaf Parkway Duluth, GA 30097

CANVAS, Volume 2, Issue 4. Published bi-monthly, copyright 2008 CANVAS, All rights reserved. Subscriptions: $29.00 per year for individuals; issues are sent free of charge to print representatives. If you would like to subscribe or notify us of address changes, please contact us at 6555 Sugarloaf Parkway, Suite 307, Duluth, Georgia 30097. POSTMASTER: Send address changes to CANVAS, 6555 Sugarloaf Parkway, Suite 307, Duluth, Georgia 30097. Please note: The acceptance of advertising or products mentioned by contributing authors does not constitute endorsement by the publisher. Publisher cannot accept responsibility for the correctness of an opinion expressed by contributing authors.

CANVAS magazine is dedicated to environmentally and socially responsible operations. We are proud to print this magazine on Sappi Opus® Dull Cover 80lb/216gsm and Opus Dull Text 80lb/118gsm, an industry leading environmentally responsible paper. Opus contains 10% post consumer waste and FSC chain of custody certification.

CANVAS

P1

Why Having a Chip on Your Shoulder is a Good Thing

I

I’ve got a chip on my shoulder, and it’s getting larger every day. The more and more I hear about our economic woes and tough times, I get more and more steamed. If one more person tells me “everything will be fine because the economy is cyclical and it will come back,” I am going to lose it.

CANVAS

It ain’t coming back! How about them apples?

Now, don’t get me wrong. That isn’t a negative outlook. It is meant to be an analysis of the landscape.

PUBLISHER’S THOUGHTS

We simply can’t continue to bank on the market coming back. We can’t wait for some economic engine to come around and uplift us all. Some would say, “well, we’ve been through this before and everything will be OK.” However, I am not sure we have been through this based on the different variables in play now. The world has changed, and we can get on board or sit on the sidelines with our fingers crossed.

So, yes, I’ve got a chip on my shoulder and it’s getting bigger. However, I love that chip and I encourage you all to get one.

Global competition, Internet, wireless, blah blah blah. We’ve all heard it before and we get it. The problem isn’t that the landscape is changing. The challenge is that we are not educating ourselves fast enough and within the appropriate arenas.

This is why the best print salespeople I know are not sitting around waiting for a second wind to propel offset lithography to new heights. They are controlling their own destiny by discussing new applications with customers and determining how their printing company can alter their offering or model to better serve. These are the same people that understand that thoughtful people need to collaborate and connect with others in order for our industry to soar.

So, yes, I’ve got a chip on my shoulder and it’s getting bigger. However, I love that chip and I encourage you all to get one. They are available anywhere passion and excitement is sold for the printing and marketing services industry. If enough of us get one, we won’t have to wait for things to “come back.”

We will already be there!

As you start building the chip on your shoulder, I would like to remind you of a group with the biggest chips I have ever seen … our sponsors. These companies and the individual thought leaders they employ are supporting our efforts to bring you relevant insights and ideas. They, also, believe that continuing education and controlling your own destiny is the only path. In turn, I would suggest that if you want to develop a good-size chip, then start by supporting the advertisers who have passionately brought you CANVAS.

Mark Potter Publisher

P2

CANVAS AUGUST 2008

Is it time to look at a new approach to selling?

E

ver get a call from a salesperson, and you can tell that they are a little too eager to sell you something?

Many sales trainers will tell you that you need to come across as positive and upbeat in order to make the sale. However, if you’re like me, you get uncomfortable and turned off by this traditional sales approach, and just want to get off the phone.

I once heard Donald Trump say, “In selling, you must never appear desperate. As soon as you look desperate, it’s over.” This idea of not needing the sale to sell more effectively is worth exploring.

The

By Mark McCombs

Pendulum P4

CANVAS AUGUST 2008

CANVAS

P5

The Pendulum

Time will tell

percentages, and most importantly, how much you’d love to have

David Sandler, the late sales trainer, illustrat-

his business. However, human nature indicates that this drives the

ed this new perspective by using a visual of a

prospect who’s in the middle at 6 o’clock, further toward the 3

pendulum that swings from the 9 o’clock posi-

o’clock (not buying) position. If you were to stop and think about it,

tion on a clock face to the 3 o’clock position.

you don’t like to be “sold to,” though most everyone likes to buy.

At 3 o’clock, you have a prospect that has no

For me, I have a, uh, shoe problem – I like nice shoes. However,

indication that he’d ever buy from you. At 9

when I’m walking through the corridor of the mall, I get uncom-

o’clock, you have a prospect that is so eager to

fortable when I step foot into a shoe store, as that’s when I have

do business with you that he has pen in hand,

someone trying to sell me something. I like to buy, but I hate to be

ready to buy your lunch and sign the contract.

sold to.

Most prospects are typically somewhere in the middle. (The pendulum technique comes

So what do you do if “selling” doesn’t work? You don’t sell. That’s no typo ... you don’t sell, at least as far as traditional selling goes.

via Sandler, and is being used by the Sandler Sales Institute, www.sandler.com, and its train-

Moving the prospect to the selling side

ing centers worldwide.)

Here’s where the visual learning style that most of us have comes

If you were using the traditional sales ap-

in. You must visualize yourself as being a little bit on the negative

proach, you’d meet a prospect who’s at 6 o’clock

(3 o’clock) side of the prospects, wherever they are, until you know

(in the middle, lukewarm) and engage the pros-

they’re on board. In fact, you can imagine yourself behind, on the

pect from a 9 o’clock (buy) position, telling him

3 o’clock side of a prospect, with your questions and demeanor al-

how great your company is, what state-of-the-

lowing the prospect to move himself to the 9 o’clock (buy) position

art equipment your company has, your on-time

on the pendulum.

The pendulum technique would have you asking something such as “it sounds like no matter what, even if I could offer improvement over what you’re getting now – and I’m not sure I could until I know more about your situation – that you’d never consider another vendor...”.

So when you meet with a prospect who’s lukewarm (6 o’clock), you might begin the conversation with “ I don’t know if what we do fits what you need or not – we’re not a fit for everyone – can you tell me about the printing you use?”, in an attempt to get them talking, take the pressure off the conversation, and establish that you’re not there to just sell to them (which you’re not if they’re not a fit for your capabilities, right?).

Not selling to them, in the traditional way, builds rapport and makes the prospect more likely to mention any unhappiness he has with his current vendor, such as a recent problem with a printing job from your competition. However, when this happens, there can be a tendency to jump on this and exclaim how that wouldn’t happen with your company, how great you are, your quality measures, on-time percentages, etc. This approach occasionally works, but not often. Using the pendulum example, you’d tread cautiously, perhaps asking “why do you see that as a problem?”, “do you think it’s costing any time, money, or stress?” This gets the prospect to

P6

CANVAS AUGUST 2008

identify his pain, and you’re not doing it for them! You’re acting as

should view their seeking of improvement as an

a bystander, someone they can complain to. If you were instead

indicator that they’re not totally satisfied with

to jump in with how big of a problem that probably was, how ter-

their current vendor situation, and explore that

rible it was, etc., they would likely minimize it and the sale would

to the fullest extent.

be dead. They don’t need you telling them of their problems, but

A truly satisfied prospect is a tough nut to

you can help them discover the problems for themselves. I know it

crack, even for those who have been selling

sounds awkward, and it will be at first, but you’ll find that it’s even-

for a while. However, it might be surprising to

tually much less awkward than applying the hard-sell.

learn how many prospects “remember” problems they’ve had recently with their current

A tough nut to crack

vendor situation, even though five minutes ago

Or suppose your prospect mentions that he’s happy with his cur-

they were telling you how great everything was,

rent vendor. Again, your tendency might be to counter this with

when you approach them from the negative

statements of how happy they’d be with your company vs. the in-

side of the pendulum with good questions.

cumbent printing company. How do you think this works? My experience before using the pendulum would indicate not well.

If you have any shot at gaining a customer who says he’s happy with the incumbent, it’s going to

The pendulum technique would have you asking something

be through helping him discover some pain, and

such as “it sounds like no matter what, even if I could offer

using the pendulum will help you do this. The

improvement over what you’re getting now – and I’m not sure I

great thing about this method is that it can free

could until I know more about your situation – that you’d never

you from having some list of canned questions

consider another vendor...”. What do you think their response is

to ask, wondering which one to use where. If you

likely to be to this, compared to what the traditional salesperson

can visualize this pendulum and yourself on it, to

does? Remember that there’s a reason that they’re even talking/

the negative side of the prospect, you’ll never be

meeting with you, a salesperson, and most of the time it’s because

viewed as trying to “close” them, and you’ll make

they are interested in any possible improvement available. You

more sales with less pressure.

Mark McCombs works for the Covington Group in Kansas City, Mo., specializing in short-run, bound publications. A 12-year veteran of the industry, McCombs started as a photographer for a catalog production company in Chicago, but also did pre-press and customer service before moving into sales.

CANVAS

P7

P8

CANVAS AUGUST 2008

Selling in tough times

Here’s how to communicate your value to potential customers in a tough economic climate.

By Linda Bishop

“I’m sorry Joe, but I awarded the project to a different vendor,” Nancy said.

Surprise painted a picture on Joe’s face. Nancy had been his customer for more than a year and he had expected to win this bid. “Why?” “I got a better price.”

CANVAS

P9

Selling in Tough Times

“You told me our price looked good.” Joe knew he sounded upset, but he couldn’t disguise his emotions. This was a big order and it hurt to lose it.

Nancy sighed. “I know. To tell you the truth, I expected you to get this job, but one of your competitors came in cheaper. Right now, I couldn’t afford to ignore that.”

Sales Incumbents, be warned!

When cheaper substitutes perform adequately,

Sound familiar? A good customer gives you the opportunity to quote. You gave her a fair price. Everything looks good until the competitor’s bid comes in. It’s lower. You lose the order because of price, and the loss stings.

Price matters when times are good. When times are bad, it frequently casts the deciding vote.

it is usually impossible to convince buyers to

It pays to look for new ways to deepen your understanding of

return to high-priced options. For example, a

price’s role in business because knowledge helps craft smarter sell-

buyer decides to order their trade show sell

ing strategies. You close more orders and leave less money on the

sheets off the Internet to save money. The

table. You stop wasting time on accounts that claim to like your

quality is lower, but they serve the purpose. In

offering, but will never be willing to pay for it.

tough times, don’t waste any time mourning

Price matters because resources are limited. Spending less mon-

lost business that will never return. Accept the

ey in one area allows businesses to spend more in others. Com-

situation and look for a new opportunity.

panies have multiple goals, so tradeoffs are required. Companies make tradeoffs by balancing benefits against costs.

On minor purchases where risks and tradeoffs are small, buyers decide quickly.

They want to check the task off their list and move on. Often, the salesperson in the right place at the right time with a reasonable price gets the order.

Benefits browsing Picture the customer walking into a store. The shelves are stocked with benefits. The customer grabs a shopping cart and goes to the aisle where your product is located. They select desired benefits, the ones they care about, and toss them into the cart.

They don’t pick everything you offer. Some benefits remain on the shelf.

The buyer goes to the register to check out. The clerk punches keys and gives the buyer a price. The buyer is told that some benefits are bundled together. Whether or not the buyer wants them, they’re included in the price. The buyer inspects the pile. Is there enough value there to make it worth the cost?

There is always more than one way to get a job done. Substitutes lead to market competition. Companies create advantages by understanding customer needs and developing offerings that differentiate them

P10

CANVAS AUGUST 2008

Selling in Tough Times

from competitors. They construct their own unique package of functional benefits relating to product performance in areas like: UÊ"À`iÀÊëii` UÊ >ÃiÊ vÊÕÃi UÊ+Õ> ÌÞ UÊ/iV }Þ UÊ->viÌÞÊ UÊ* Þà V> Ê«À `ÕVÌÊV >À>VÌiÀ ÃÌ Và UÊ-iÀÛ ViÊ UÊ V>Ì Ê> `Ê } ÃÌ Vð Customers evaluate and rank these logical reasons to buy when making purchase decisions. They determine what is critical, important, nice to have, or doesn’t matter.

On minor purchases where risks and tradeoffs are small, buyers decide quickly. They want to check the task off their list and move on. Often, the salesperson in the right place at the right time with a reasonable price gets the order.

Major purchases require more thought because they necessitate bigger tradeoffs. Involved parties apply higher standards of logic to benefits ranking. They engage in deep discussion and generate reports listing pros and cons. Buyers are required to justify preferences and defend them.

Changing buyer preferences In good times and bad, personal selling has the power to change buyer preferences. One way we think is by answering questions.

Good salespeople know the right questions to ask. They use conversation as a tool to educate buyers about their offering and motivate them to consider it.

During tough times, budget reductions force new tradeoffs and

In tough times, sales success comes from taking a cold, hard, objective look at the product you sell.

buyers sacrifice functional benefits for lower prices.

UÊÊ/ iÊLÕÞiÀÊ>VVi«ÌÃÊ }iÀÊ i>`ÊÌ iÃÊ ÊÀiÌÕÀ Êv ÀÊLiÌÌiÀÊ«À V }°Ê UÊÊ ÕÞiÀÃÊ Êv ÀÊÜ>ÞÃÊÌ ÊÕ LÕ ` iÊÌ Ì> ÊV ÃÌÃÊ> `Ê«>ÞÊv ÀÊ ÞÊ what they need.

UÊÊ/ iÞÊi >ÌiÊ>`` ÊÃiÀÛ ViÃÊÌ >ÌÊ>ÀiÊ ViÊÌ Ê >Ûi]ÊLÕÌÊ not necessary.

UÊÊ/ iÞÊÃi iVÌÊ ÜiÀʵÕ> ÌÞÊ «Ì ÃÊiÛi ÊÌ Õ} Ê } iÀʵÕ> ÌÞÊ options are preferred.

Corporate buyers are expected by their boss to purchase for logical reasons, and lower prices make a strong appeal to logic. But, buyers are human. Their emotions play a role in decision-making.

“The last time I bought this product, it delivered late and the end user was angry. I’m uncomfortable when people are angry. Even though the price was lower, I won’t buy from that company again.”

“The last time I bought this, everyone loved it. I saved the company money and looked like a hero, so I’m ordering it again.”

“The last time I bought this, there were several miscommunications, but in the end it worked out. I’m stressed and have a lot to do. I guess I’ll take the easy route and buy the product again. Hopefully, this time it will all go better.”

P12

CANVAS AUGUST 2008

Using positive emotion Positive emotions connected to salespeople play significant roles in minor purchases and reorder items. On big ticket items, they get you an audience and the opportunity to present your offering. Smart salespeople know the importance of “feel-good” aspects of selling.

What are you worth?

You lose an order for a small and insignificant

UÊ ÃÌi ÊÜ Ì ÕÌÊ ÌiÀÀÕ«Ì °

amount of money – let’s say $72 on a $2,800

UÊ i ÃÌÀ>ÌiÊÌ ÊÌ iÊLÕÞiÀÊÌ >ÌÊÞ ÕÊ iÊ> `ÊÀiëiVÌÊÌ i °

tri-fold brochure job.

UÊ ii«Ê«À Ãið UÊ1 `iÀÃÌ> `ÊÌ iÊVÕÀÀi ÌÊà ÌÕ>Ì ]Ê> `Ê >ÛiÊi «>Ì Þ°Ê

UÊÊ iÃÊÌ iÊVÕÃÌ iÀÊ «iÀ>ÌiÊ Ê>ÊÜ À `ÊÜ Ì Ê

UÊ > iÊLÕÞiÀÃÊ Ê} `ÊÌ ÊÌ i ÀÊL Ãð

strict bidding rules that require them to

UÊÊ*À Û `iÊ v À >Ì ÊÌ >ÌÊ > iÃÊ`iV Ã > iÀÃÊ Ê

select the low priced vendor?

intelligent for choosing you.

UÊ*À ÌiVÌÊVÕÃÌ iÀÃÊvÀ Ê > }Ê ÃÌ> iðÊ

UÊÊ"À]Ê` `ÊÌ iÞÊ`iV `iÊÞ ÕÊ> `ÊÞ ÕÀÊV «> ÞÊ aren’t worth $72 more?

In tough times, sales success comes from taking a cold, hard, objective look at the product you sell. In terms of functional features, how distinguishable is it from the competition?

If the product is highly standardized or a commodity item, it’s

If the answer to the second question is yes, what can you do to change their perception of your value?

easy to find substitutions. Often you, Mr. or Ms. Salesperson, serve as the product differentiator based on the emotional benefits you provide for buyers. All things being equal, customers buy from the salesperson they like the most.

Even when all things are not exactly equal, customers often buy from favorites. Why? Emotional benefits can tip the scale in your favor when they outweigh pricing differences.

CANVAS

P13

Selling in Tough Times

Ear to the ground When your price is higher than the competition’s, the amount of the difference has significance. A buyer may decide to pay 10 percent more to deal with you on a $500 order. If you’re talking about 10 percent on a $50,000 order, the stakes change. Yes, the buyer likes you, but not that much!

Remember, in tough times your customer feels increased pressure because the boss subjects all decisions to higher levels of scrutiny. A loyal buyer may never have expressed a single concern about your price in the past, but you should give thought to how you fit in the current business environment. Don’t wait until you lose business to react.

There will always be bargain hunters interested in cutting costs, but great salespeople know there are plenty of people who want their offering and will pay for it.

Talk to prospects and customers about pricing issues.

Give me a second chance Some customers allow you to revise your bid when your price is high. Others won’t for reasons relating to ethics, personal preferences, or company buying rules. If you know you won’t get a second chance, talk to the buyer about

UÊ7 >ÌÊ iÜÊV À« À>ÌiÊ Ì >Ì ÛiÃÊ«iÀÌ> ÊÌ ÊV ÃÌö UÊ7 >ÌÊ ÃÊÌ iÊLÕÞiÀ½ÃÊL ÃÃÊÃ>Þ }Ê>L ÕÌÊ«À V }¶ UÊÊ7 >ÌÊ ÃÊÌ i ÀÊL }Ê« VÌÕÀiÊÛ iÜÊ vÊ«À V }Ê ÊÌ iÊ«À `ÕVÌÊ category where you fit?

UÊÊ ÊÌ iÞÊ >ÛiÊV ViÀ ÃÊ>L ÕÌÊÌ iÊ«À ViÊ vÊÞ ÕÀÊëiV wVÊ product?

UÊÊ ÀiÊÌ iÞÊV Ã `iÀ }Ê iÜÊ vviÀ }ÃÊvÀ ÊV «iÌ Ì ÀÃÊ>ÃÊ substitutes for your product?

UÊÊ7 >ÌÊÌÀ>`i vvÃÊ>ÀiÊÌ iÞÊÜ }ÊÌ Ê > iÊÌ Ê}iÌÊ>Ê ÜiÀÊ«À Vi¶Ê

pricing before giving them your bid. Look for clues that help you craft a proposal.

Great salespeople aren’t scared by price. They welcome discussions because they provide insight into how prospects and customers think. Their expertise allows them to communicate the value of their offering and explain why they believe it’s worth every penny.

There will always be bargain hunters interested in cutting costs, but great salespeople know there are plenty of people who want their offering and will pay for it.

Look for buyers who fit. Talk price with confidence. Recognize you make a difference by how you treat people. Whether times are good or bad, take skills to the next level and sell more.

Linda Bishop has spent over 20 years in sales and marketing. She was previously vice president of marketing for IPD printing, presently owned by RR Donnelly. In 2005, she started Thought Transformation, a national firm dedicated to helping clients add sales dollars by developing an educated and professional sales force.

P14

CANVAS AUGUST 2008

www.thecanvasmag.com

L_i_j 97DL7I edb_d[ jeZWo je i[[ Wbb e\ j^[ X[d[Åji e\\[h[Z$$$ <h[[ IkXiYh_fj_ed i_]d#kf D[m IWb[i WdZ CWha[j_d] B_XhWho :W_bo D[mi M_h[ 7hY^_l[Z ?iik[i WdZ ceh[$$$

Sign up online and receive a year of CANVAS free.

For more information contact us at info@thecanvasmag.com or 678.473.6131

DEVELOPING HIGH ACHIEVEMENT IN PRINT SALES

FREE subscription

To receive your FREE subscription of CANVAS, sign up today online at THECANVASMAG.COM or fill out this form and fax to 678 473 6129 or mail to 6555 SUGARLOAF PARKWAY, SUITE 307, DULUTH, GEORGIA 30097 Please Print Below.

Name ____________________________________________ Title _______________________________ Company/Facility ______________________________________________________________________ Address ________________________________________________________________________________ City __________________________________________________ State ___________ Zip ____________ Phone__________________________________________________________________________________ Business Email Address __________________________________________________________________

An industry-specific publication developing high achievement in print sales.

An exciting new foray into the realities of today’s printing industry, CANVAS is the first publication that focuses on what is truly relevant to the world of the graphic arts sales professional. It investigates the challenges of an industry that is decidedly global, while at the same time, intimate and local. This new, sophisticated endeavor explores intelligent sales techniques, marketing models and best practices. By delivering the insights of industry leaders and innovators, CANVAS supports the printing and graphic arts industry and the sales professional’s role within it.

Now Offering Marketing/Consultation Services s

!NALYSIS OF CURRENT SITUATION

s

0OSITIONING EXPERTISE

s

CANVAS offers its insight for creative solutions to your marketing needs

For more information on how CANVAS can work for you email: marketing@thecanvasmag.com

¾¾ Product Spotlight Neenah Paper’s CLASSIC ® Linen is a Sensible Luxury As one of Neenah Paper’s popular heritage brands, CLASSIC® Linen has long been recognized for its consistent visual texture and dependability on press. This Writing, Text and Cover paper has always been available in appropriate business whites and light colors, and over the years the palette of accent colors has been modified to answer the demand for strong, corporate colors.

Because of this, CLASSIC Linen has effectively maintained its position in the market as a great choice for corporate stationery and print collateral as well as direct mail, announcements and invitations. But Neenah Paper has made some exciting changes that will create more opportunities for applications and end uses that previously might not have been considered.

Most noticeable is the updated color palette. The addition of Canyon Brown and Burgundy has created a stylish selection of accent colors that are highly receptive to metallic inks, embossing and foil stamping. But the real excitement is in the introduction of three pearlescent colors: White Pearl, Natural White Pearl, and Gold Pearl. These colors, available in both folio and cut-size, add a touch of elegance to any print project and offer the same high performance as all the CLASSIC Linen Papers. White Pearl can be flood coated with ink to create a custom pearlescent color. Gold Pearl presents as metallic but without the use of metallic inks, making it a perfect choice for certificates or invitations.

Neenah Paper also announced that all CLASSIC Linen Papers are now FSC

With the continued growth of the digital printing market comes the need for a wider selection of premium digital papers.

Certified (SW-COC-000885). And yes, this includes the 99+ brightness Avalanche White as well as the new 95 brightness Recycled 100 Bright White, as in 100% post consumer. CLASSIC Linen Papers are also made 100% Carbon Neutral.

With the continued growth of the digital printing market comes the need for a wider selection of premium digital papers.

To meet this demand, Neenah Paper now offers CLASSIC Linen Papers with a new Digital Finish, available in three colors, four weights, and four digital sizes. The proprietary finish works on any digital printing press, ensuring the same superior ink holdout and minimum dot gain for which CLASSIC Linen is known. To obtain Neenah Paper swatchbooks call (800) 994-5993, or e-mail samples@neenahpaper.com. For more information on Neenah Papers visit www.neenahpaper.com.

Print in the Mix Fast Facts The following are “Fast Facts” provided by research for Print in the Mix. For more Fast Facts on topics ranging from marketing, sustainability and consumer spending, visit Print in the Mix online at www.printinthemix.cias.rit.edu B2B marketers spend big on custom content UÊÊ Õà iÃÃÊ >À iÌiÀÃ]Ê Ê >ÛiÀ>}i]Ê Ài« ÀÌÊ Ã«i ` }Ê Ó °{Ê «iÀVi ÌÊ vÊ Ì i ÀÊ Ì Ì> Ê >À iÌ }Ê LÕ`}iÌÊ v ÀÊ ÓäänÊ Ê VÕÃÌ Ê content.

UÊÊ"ÛiÀÊ{äÊ«iÀVi ÌÊ vÊ >À iÌiÀÃÊÀi« ÀÌÊ VÀi>Ãi`Êëi ` }Ê ÊVÕÃÌ âi`ÊV Ìi ÌÊ >À iÌ }Ê>VÌ Û Ì iÃÊ ÊÓään°Ê/Üi ÛiÊ percent decreased their content marketing spend, while 46 percent left their custom budgets unchanged.

UÊÊ ÕÃ iÃÃÊ >À iÌiÀÃÊÀi« ÀÌÊi }>} }Ê ÊÌ iÊv Ü }ÊVÕÃÌ âi`ÊV Ìi ÌÉVÕÃÌ Ê«ÕL Ã }Ê>VÌ Û Ì iÃ\Ê Note: Respondents were allowed to select as many activities that they currently produce as part of their marketing.

Source: Junta42, in conjunction with BtoB magazine. Online survey of 150 marketing decision makers who subscribe to BtoB magazine. 150 marketers participated. Performed by BtoB, March 2008.

DoubleClick Performics’ “Green Marketing Study” finds: UÊÊ- ÝÌÞÊ«iÀVi ÌÊ vÊ iÊV ÃÕ iÀÃÊÃÕÀÛiÞi`ÊV Ã `iÀÊi Û À i Ì> ÊV ÃV ÕÃ iÃÃÊ> Ê « ÀÌ> ÌÊV «> ÞÊÌÀ> Ì°Ê UÊÊ ÃÕ iÀÃ]ÊÜ i ÊV Ã }ÊLiÌÜii ÊÌÜ ÊÃ >ÀÊ«À `ÕVÌÃ]ÊÀi« ÀÌÊÌ iÞÊ«ÀiviÀÊi Û À i Ì> ÞÊvÀ i ` ÞÊ«À `ÕVÌÃÆÊnÎÊ percent indicate they are extremely or very likely to choose the environmentally friendly option.

UÊÊ i>À ÞÊ > vÊ vÊÃÕÀÛiÞÊÀië `i ÌÃÊ>ÌÌiÃÌÊ>ÊÜ } iÃÃÊÌ Ê«>ÞÊ>ÌÊ i>ÃÌÊwÛiÊ«iÀVi ÌÊ ÀiÊv ÀÊ}Àii Ê«À `ÕVÌÃ°Ê UÊÊ ÃÕ iÀÃÊ ` V>ÌiÊÌ iÊ ÃÌÊ>ÌÌÀ>VÌ ÛiÊÌÞ«iÊ vÊi Û À i Ì> ÞÊV ÃV ÕÃÊ >À iÌ }Ê ÃÊÌ >ÌÊÜ V Êv VÕÃiÃÊ Ê “specific user benefits” such as saving money on bills or longer product lifespan.

Boomers: Print drives online traffic In a study of online baby boomer trends, 93 percent of the 40+ year olds surveyed said they have read an article about a Web site in print (newspaper or magazine) and have later visited the site online.

Boomers account for 78 million people in the United States and control more than 83% of consumer spending, reminding marketers that media coverage, as part of an integrated marketing strategy, remains an important element of boomer marketing.

Source: ThirdAge/JWTBOOM of 1,800 US adults, age 40 and over as reported by Marketing Charts, June 5, 2008

Product Spotlight continues on next page ¾¾

CANVAS

P17

¾¾ Product Spotlight KODAK MARKETMOVER Business Development Services Print service providers looking to expand and grow their digital print businesses have a powerful resource in KODAK MARKETMOVER Business Development Services. MARKETMOVER Services deliver a wide range of innovative tools, resources, and support to enable customers to maximize their return on investment in new technologies and achieve dynamic business growth. MARKETMOVER Service professionals work directly with KODAK NEXPRESS Digital Production Color Press customers in developing marketing plans, training senior management and sales representatives on new business opportunities, and supporting marketing and sales programs.

MARKETMOVER Services contain the tools and resources to turn commercial printers into marketing services providers.

Because many printers today lack the internal marketing expertise necessary to identify and capture new business in vertical markets, the MARKETMOVER Services program is a critical asset in the marketing toolkit of a growing print-for-pay business. Kodak has developed the program as part of its commitment to helping its customers grow and succeed.

As part of the MARKETMOVER Services, there are seven Targeted Sales Modules: Manufacturing, Retail, Financial Services, Education, Photo Services, Advertising and Marketing Agencies, and Existing Customers (a program for marketing to an existing customer base). MARKETMOVER Targeted Sales Modules provide printing companies and their sales forces with all of the essential tools to effectively market and sell into existing customers and specific industries. To extend the value of the MARKETMOVER Targeted Sales Modules, customers can choose from several optional services available through Marketing Mentors, Inc., a provider of strategic sales and marketing support.

For e-marketing, participants can select a custom landing page, automated sales routing, or personalized URL capabilities. Print providers can also create a complete corporate identity package to promote their companies.

Along with Targeted Sales Modules, MARKETMOVER Business Development Services consists of the MARKETMOVER Resource Center – a portal with a wide range of marketing and sales tools to support a growing print business; MARKETMOVER Network – a community of KODAK Product users to support distribute and print opportunities; MARKETMOVER Consulting and Training Services – a resource for Kodak’s digital printing and web to print customers; and Print Ambassador – a program designed to help drive awareness for the power of print. www.kodak.com

INDUSTRY NEWS K/P Corporation combining operations in new facility Renton, Wash.-based K/P Corporation has completed the build out of a new 125,000-square-foot fulfillment, print and direct mail facility. K/P is combining operations from its two current facilities in Seattle and Kent into a single, larger facility to be fully operational by Aug. 8, 2008.

“We at K/P are constantly improving the efficiency of our operations so that we can provide our clients unsurpassed service,” said K/P Corporation CEO Susan Kelly. “Given the rising costs of fuel, paper and other commodities K/P’s new streamlined facility will provide increased efficiency and eliminate redundant

“Despite the current economy, we are aggressively investing in our company and our community to help our clients defray rising costs and overcome market challenges.”

— Brett Olszewski, senior VP, K/P Corp.

processes. This new facility will cement K/P’s ability to orchestrate more complex, more sophisticated and more secure integrated marketing solutions our clients are looking for, now and well into the future.”

The all-in-one center provides enhanced marketing capabilities, including a 40-inch, 6-color Komori press, the latest in one-to-one and on-demand digital print capabilities, direct mailing, expanded IT infrastructure, database management and custom kitting. The facility also offers enhanced fulfillment systems and superior data processing, security and quality control systems to protect client’s information and materials.

“K/P’s commitment to clients is our number one priority,” said Brett Olszewski, senior VP of sales and marketing. “Despite the current economy, we are aggressively investing in our company and our community to help

our clients defray rising costs and overcome market challenges.” The Washington facility represents the latest of several substantial investments the company is making toward providing the most up-to-date offerings to support client’s marketing and communication efforts.

P18

CANVAS AUGUST 2008

The

e o y n M

P20

CANVAS AUGUST 2008

When Jeff Major is working on an estimate for a customer on an intricate project, he’ll often call on the services of a mock up.

“As you get a project that looks intricate, or has an unusual fold, I go and create

Fast-tracking to pricing disciplines.

a mock up, find the stock that’s closest to the piece to include it with estimates, so there is no doubt about the project in the estimator’s mind,” says Major, an account executive at Sacramento, Calif.-based Dome Printing.

The process doesn’t end there, however. One of Dome Printing’s three owners, who also happens to be VP of

manufacturing, takes a close look at the quote to double check processes. By the time the number reaches

the customer, just about every facet of

the project has been given a

thorough examination.

i Tra n

By Graham Garrison

CANVAS

P21

The Money Train

“Really, this is where you can help the customer [save] money, by looking at how you can produce that job,” he says.

Customers no doubt like to hear the word “savings.” There are obvious benefits for the printer as well in having a sophisticated estimating and pricing system. But how printers get from the initial number to that final invoice often varies. CANVAS spoke to printers across the country to get a general feel on pricing disciplines and philosophies.

The difference That estimates don’t always line up with the final price is a given.

But the benefits of getting the numbers to line up as closely as possible resonates on many levels. Production costs are accounted for, scheduling conflicts are avoided, press runs maximized, and there are no surprises at the end that may jeopardize the trust of a client.

The first step in maximizing the process is separating the two functions, says Gary Cone, vice president of Litho Craft in Lynnwood, Wash., and author of “Price Doesn’t Count … Getting Customers to Want to Buy From You,” which focuses on day-to-day selling styles and techniques. Cone says that prints sales reps should look at estimating as a science and pricing as an art.

“With knowledge of cost, pricing will be based on plant load (schedule), amount of value added (manufacturing less materials and outside purchases), history with client, and the competition.”

— Donald LaClair, sales representative for Intelligencer Printing

P22

CANVAS AUGUST 2008

“Estimating is a repeatable process, a scientific process,” he says. “Pricing is an art. Different customers may warrant different pricing in different situations.”

“An estimate from your estimating system, it represents the cost of doing business, paper cost, labor and profit,” says George DeMambro, VP of sales for ACME Printing.

Discrepancies in estimating may occur when the science gets bogged down by human factors. Cone says that although an estimator should be able to take a project’s specifications and come out with the same price every time if the specs are exactly the same, it doesn’t always play out like that.

“We all know that sometimes it won’t work that way in real life because emotions come into play,” he says. “An estimator can have a headache one day and that will affect the price.

The estimator may be a little upset with the salesperson who is requesting the price, and that’ll affect the price. But in theory, estimating is a science, a repeatable process, day after day. Pricing is done after the estimate is done, based on the particular circumstances of that customer, when their job is due, their payment history, all of these other things that may come into play and may cause the job to be valued more by one customer or less by another or enable you to charge more or less from one customer to another.”

Calculating price There are a myriad of ways printers calculate prices. Often, it’s a reflection of an overall business philosophy. Intelligencer Printing sales rep Donald LaClair says his company considers several factors.

CANVAS

P23

The Money Train

“With knowledge of cost, pricing will be based on plant load (schedule), amount of value added (manufacturing less materials and outside purchases), history with client, and the competition,” he says. “Another important consideration is whether this is a new business opportunity. So, in effect we use all of these methods for

“Customers are looking for a competitive price but it needs to be coupled with the printer’s ability to do proper planning, knowledge of the project and a promise to perform.”

— George DeMambro, VP of sales for ACME Printing

determining price.”

Cone says that printers can use four different types of pricing: UÊÊCost-based. “Based off of figuring your actual costs and putting on pre-subscribed markups to them.”

UÊÊResults-based. “A little more tricky. Learn the results the customer is looking for and set your price based on the value of those results.

This may not be scientific, but it can be very profitable.”

UÊÊMarket-based. “Judge your prices on what everyone else is charging. (This will generally lead to charging too little.)”

UÊÊPrice list. “Have a price list. The disadvantage is that some of these prices may be based on the ‘hope’ that over a period of time what you are charging will average out to be profitable.”

So what’s the best method? According to Cone, consider all of them. “I use a combination,” he says. “Different ways of pricing for different customers in different situations if you can do it. I use cost-based pricing as a floor from which to start, so you’re always sure that your costs are covered and then go from there based off of market-based or results-based.”

P24

CANVAS AUGUST 2008

Confused on pricing? Call an expert.

Nothing is set in stone – especially pricing. But understanding that concept and accepting and implementing it in a challenging marketplace are two separate things.

Tapan Bhatt, director of marketing for Vendavo Inc., a price management and optimization software company specializing in helping businesses with pricing, offered CANVAS a handful of misconceptions that companies often make in pricing decisions.

1. Companies feel that they have no control over pricing and that they need to accept what the market will bear.

2. Companies are reluctant to set segment specific pricing – they take the path of least resistance and take a one-size fits all pricing approach.

3. Companies are often very volumecentric and feel that any perceived increase in prices will hurt their volume even when that may not be the case.

Don’t sell yourself short What Cone doesn’t recommend, however, is an exclusive marketbased approach. At least for long-term thinking. Bottom-line decisions often factor in to maximizing your pricing philosophy, especially in a tough market. Tapan Bhatt, director of marketing for Vendavo Inc., a price management and optimization software company, says there are a handful of ways a company may overlook how to make pricing work for them. (For more on Vendavo, see accompanying sidebar) UÊOne-size-fits-all approach. “Many businesses charge every customer the same price for a particular product regardless of their perceived value of the product or cost to serve, which can vary significantly by customer-segment attributes. This approach results in money left on the table in every deal.”

UÊÊAd hoc price setting. “ERP, CRM, and SCM applications collect information that can help determine pricing. But often this information is ignored in favor of a “gut feeling” or an ad hoc approach to setting prices. The result is money lost through ineffective pricing.”

UÊManual, error-prone processes. “Most companies have highly

When companies need a fresh perspective on a particular topic, usually in venues such as promotions, marketing and even production, they’ll look outside to an expert/consultant. Well, why not pricing?

One of Vendavo’s products, the Enterprise Pricing Suite, is a “comprehensive price optimization and price management application,” according to the company. It is designed to help business-to-business companies improve profits by 1 to 3 percent of sales, representing margin improvement of 10 to 30 percent.

“The suite combines pricing science, best practices, and enterprise-class software to drive improvements in average prices at every stage of the pricing process,” says Bhatt. “Added up, these improvements deliver big increases in profits. The goal is simple: make better pricing decisions and more money on every deal.”

manual, disconnected processes to manage prices and communicate pricing to customers. This impacts response time to market changes and introduces errors in pricing. These processes are even more limited because they are not integrated with other applications.”

CANVAS

P25

The Money Train

Price Factors Need some wiggle room in the bottom line? The following are cost cutters you can offer your budget-minded customers.

Scheduling There are many ways to tweak scheduling to cut costs. Some printers have weekround production hours. Others can move up production time, for a fee of course.

“Someone who needs their job turned in 24 hours, a big job, should pay more than someone who is willing to wait a week for it,” says Gary Cone, VP of Litho Craft.

Amy Labowitch, VP of marketing for Dome Printing, says a mutual agreement to fast-tracking the production cycle – meaning less time for tweaks or revisions – works too. “If I have to streamline processes, then [the customer] has to streamline processes too.”

Paper Are your customers well-versed in paper quality? Are there products that run more efficiently than the paper specified on the job?

UÊÊIneffective deal negotiation. “All these limitations leave salespeople negotiating in the dark. Without clear visibility into customer segments and policies, it’s impossible to negotiate with a customer in a way that best serves the bottom line. The result is lost profits and dissatisfied customers.”

What customers expect For all the merits of a structured system, the experts suggest that pricing isn’t always the deal maker or breaker for clients, especially for repeat business.

“I would say until you have established a solid reputation and relationship with your client, pricing will be a large factor,” says

Matchprints Printed matchprints shipped to the customer can add up quick. “You could spend $1,500 on proofs alone, if that’s what they want,” says Jeff Major, an account executive at Dome Printing.

A compromise may be producing a matchprint sample, that is, a color matchprint of the cover and some pages, but not the entire project, to cut costs.

Customers may opt for online pdfs too.

LaClair. “Once you have proven yourself as a viable partner, the impact and value of quality, service, and reliability take over.”

Cone says a print sales rep’s perception is different than a client’s when it comes to price. The most important time to sell is before the price is quoted. The client is more in-tune with the finished product and expectations. Therefore, a seasoned print sales rep can “sell that trust and security and not have to sell on a low-price basis.”

“If you respond to a customer’s request for a price by just giving them a price, then you the salesperson are creating a price sensitive commodity, giving the customer no other basis on which to judge you on other than the price that you are just spewing out,” Cone

Shipping Sometimes selling a print job can be as easy as highlighting the shipping advantages. With courier rates rising due to fuel costs, regional or local shipping may be what new clients are looking for. Or, if you can cover the shipping inhouse, that’s a selling point as well.

says. “Sell the customer before you quote the price, not after.”

DeMambro says that customers aren’t looking at their print projects as simple ink on paper, but solutions to their problems.

“Customers are looking for a competitive price but it needs to be coupled with the printer’s ability to do proper planning, knowledge of the project and a promise to perform,” he says. “Then making good on the promises. Customers are savvy buyers, they want results and a fair price, printers are savvy businessmen, they want a fair price and a loyal customer.”

Major says that in the end, all of Dome Printing’s pricing disciplines are ultimately used to make a project work for a customer. They usually work off a customer’s budget up front to determine what services to employ. Having flexibility may land a few more projects, and keep the clients and their varying wants and needs happy. “When it’s a tight job and pricing is important, or we’re real close, we will work with the customer, and do what we need to do,” he says.

P26

CANVAS AUGUST 2008

Are

You P28

CANVAS AUGUST 2008

What print buyers think is good as gold in a sales call.

Worth

It?

By Graham Garrison There was probably a moment during the call when Marty Peterson thought to herself, “What exactly is this guy selling?” Peterson, partner and director of production services for Eric Mower and Associates, doesn’t mind hearing out a sales pitch from printers hoping to lure new business.

She just couldn’t believe that the print sales rep in front of her was puffing his chest and telling her how good he had been – at selling insurance.

Seriously? Insurance?

CANVAS

P29

Are You Worth It?

“Fortunately, I have had few bad sales calls – just ones that were not a good fit for the type of work I do,” Peterson says.

“I did have one rep though who kept telling me how successful he had been at selling insurance. If he was so successful, why wasn’t he still selling insurance? The rep had minimal knowledge about printing and could have been trying to sell anything. There was not a good reason to partner with him when there are so many bright and knowledgeable people vying for my business.”

If time is money, consider that in any sales call with a potential or current client, you are essentially being paid for your presentation. Does that kind of paradigm change your way of thinking?

CANVAS spoke to a handful of print buyers to get their thoughts on what they like to see in sales calls, what is worth their time, and what’s not.

“They’ll call up and say ‘Hey, we’d like to be your printer and if you’re interested in hearing more please let me know. But they have no real message.”

— John Pritchard, general manager for MDSI

Ground rules With $220 million in capitalized billings, Eric Mower and Associates (EMA) is one of the top 20 independent agencies in the United States. EMA has offices in seven cities, with some 260 professionals delivering full-service, integrated marketing communications to national and international clients. Its specialties include B2B marketing, public relations, brand promotion and consumer advertising.

From an individual standpoint, Peterson is in charge of the production and traffic departments, keeping costs down and maintaining a smooth workflow. She’s handled projects for clients such as Apple, FedEx, Siemens and Motorola, to name a few.

In short, Peterson is busy. Her schedule isn’t exactly free for unannounced visits, so if a print sales rep shows up unannounced at her place of work, chances are he or she is out of luck for an impromptu appointment. Peterson says that by calling or e-mailing ahead and making an appointment, a sales rep sets the first impression that he or she regards Peterson’s time as valuable.

“When an unknown sales rep just drops by, it shows that they did not plan ahead, their time is not in great demand and they do not realize how busy a production person can be,” she says.

P30

CANVAS AUGUST 2008

The same goes for the Penn State Alumni Association, which needs jobs produced that can range anywhere from 8,400 to 259,000. It had almost 750,000 direct mail pieces printed last year.

Megan Miller, production manager for the association, says convenience is key for queries.

“Asking for the person’s time is most important,” she says. “If it’s more convenient, that person is more likely to be responsive.”

Hot topics John Pritchard receives the same type of cold call from various print sales reps three or four times a year. Pritchard is the general manager of MDSI, a publishing and content company providing information, communication and educational services to providers, manufacturers and distributors involved in the business of healthcare. He works directly as the publisher of the Journal of Healthcare Contracting and Hospital COO, so he’s become used to these types of solicitations, and he even understands the need for sales reps to generate new leads (half of MDSI’s publications are geared toward healthcare salespeople). He just believes there needs to be some substance in the call besides a friendly greeting.

“They’ll call up and say ‘Hey, we’d like to be your printer and if you’re interested in hearing more please let me know,” says Pritchard. “But they have no real message.”

If a print sales rep has done a little more research on MDSI, they’ll talk shop about pricing. Pritchard says it’s eerie how frequently he’ll get sales calls where the print rep offers price quotes that may be 6 to 8 percent less than his current production costs, but it’s not nearly enough for him to consider moving his publications. Instead of hellos and small savings, he says he’d rather hear about a printer’s strengths and services.

“I’d really rather have a printer call and say ‘We want to be your printer because we offer this service and this service,’” he says.

CANVAS

P31

Are You Worth It?

Peterson says she has met plenty of reps who are knowledgeable and passionate about their products. What makes them stand out, however, is the value they can deliver.

“The best sales calls are when a rep has valuable information such as new technologies, new information of what is going on in our market place and can tell me right off why I should be doing business with them,” Peterson says. “The best sales reps have a reason to get back to me.

That keeps them on my radar for a few days. They can answer questions about their equipment and why they think it is the best – what sets them apart from the rest. They can speak intelligently, not only about the company they represent, but our industry as a whole.”

Information on variable digital printing, sustainability and direct mail are hot topics and well received by print buyers. Does your company use alternative sources of power like wind? What are you doing to offset your carbon footprint?

How will your systems streamline production and cut costs? All of these questions are worth a customer’s time and money.

If you’re planning on leaving reading materials of your company’s product offerings, include samples.

“I have to see it to believe it,” Miller says. “A call followed by a sample followed by another call would be most effective.”

To be sure though, delivery is just as important as substance. Miller says that a recent pitch that caught her attention involved the president of the print company walking her through a virtual tour of their capabilities by using a Web cast. Printers can earn points by putting the extra effort into their presenta-

“I cannot tell you how important a good CSR is. I realize things can go wrong, but I value a rep or CRS who calls with a problem and offers a good solution.”

— Marty Peterson, partner and director of production services for Eric Mower and Associates

P32

CANVAS AUGUST 2008

tions, but doing one’s homework on the print buyer is a must.

“I don’t want presentations on services that don’t apply to my needs,” Miller says. “[There is] no need to show me or discuss your magazine printing specialty if I don’t do production for a magazine. Know your audience. I like it when it is obvious the sales rep did their homework on Penn State, on the Penn State Alumni Association, and on me.”

Selling problem-solving The sale begins with the call, but it probably won’t end there. Pritchard says he’s more and more interesting in hearing about subscriber services that printers may offer, helping his company track readership. Miller and Peterson emphasized how important the support structure of a printer is during the actual project.

“I cannot tell you how important a good CSR is,” says Peterson. “I realize things can go wrong, but I value a rep or CRS who calls with a problem and offers a good solution. This type of relationship becomes more of a partnership striving to produce great work at a fair, competitive price.”

“Sell your shop and stand by your customer,” Miller recommends. “I want my contact to be available for issues throughout the process and be willing to assist with problems that arise from both sides, from within their own shop and from the customer side,” Miller says.

If the print buyer has taken the time out of their schedule to hear you out, then the open communication shouldn’t stop there. Hopefully, the sales call is only the beginning of exhibiting value to your customer.

CANVAS

P33

P34

CANVAS AUGUST 2008

M

Major Ed Croot, part of the Army’s elite Special Forces, doesn’t look at himself as a hero. While embarrassed at the tag, he appreciates the fact that throughout his short return home in the States, thankful Americans rarely let him pay for a haircut or a beer. And he says this unwavering support and gratitude is given almost everywhere he goes.

How a Special Forces officer used TLC on some difficult prospects.

I recently had Major Croot on my weekly radio program to talk about leadership, overcoming obstacles, setting objectives, effective communication and of course, a bit about the war. As Croot came into the studio in full camouflage and green beret, I expected a hard-nosed conversation about objectives, overcoming the enemy, never giving up and fighting to the end. Instead, I heard words like caring, listening, loving, helping, showing and giving. While I might have been looking at one of America’s most skilled soldiers, more so I was looking at somebody whose supreme objective is to serve others.

Major Croot handing out toys to the community.

CANVAS

P35

Winning the Hearts and Minds

Croot did such a good job in his territory that he was promoted to a middle management role and was accepted to attend a top sales and leadership university (U.S. Army Command and General Staff College) where he will learn to teach others the art of selling a difďŹ cult product.

P36

CANVAS AUGUST 2008

I asked Croot to give me one big lesson he has learned during his time in Iraq and Afghanistan “I have learned a lot, and our nation has learned a lot, over the last four years,” he says.

“My directive as an Army Special Forces Soldier was to kill, capture, destroy, disrupt and deny the enemy. I now realize that is only 20 percent of what I do. Perhaps the more important 80 percent is to help Iraqi and Afghan people live normal lives. We want them to have schools, jobs and be able to provide for their families. If we do these things, we will gain their trust and then be able to help them even more.” As Croot spoke about his men, his mission and the people he was trying to help (Afghans and Iraqis), at times he got choked up. This man loves and believes in what he was doing, and it is his caring of others that is the fuel for his mission in the military. The more I listened to him, the more I realized that many of the same principles that he was discussing apply to great salespeople and leaders. Croot was what I call PRECISE.

Competing against the Taliban For example, let me share with you a story about a “sales call” Croot made. It was Christmas 2004 and Croot was making a call in an Afghan village. That day, he was selling his favorite product he called “trust.” He had a huge quota on that product in ’04 and knew he had to make a ton of sales calls if he was ever going to have a successful year. But he also knew that many of his customers were buying from the competition known as Taliban Inc. Croot realized that if he came across as too pushy with his new prospects, they not only wouldn’t buy from him, they might even tell the competition what he was up to in their territory.

But Croot wasn’t alone. His amazing sales administration director (his wife Tracy) thought that he could win over some customers with a little TLC, so she mailed some books and toys for Croot to hand out. With sales objective and product in hand, Croot stepped out of his car (HumVee) and approached an important prospect. There was immediate interest in what he was doing as many of the younger customers seemed happy to see him. The gatekeeper (an older Afghan man), however, was a bit apprehensive. He had never done business with Croot’s company before and wasn’t sure what to expect. Croot handed the man some toys and books to give out to his employees (kids) with hopes of making the gatekeeper look good. He thought it might be helpful to develop a “coach” in the organization who might tell others how

CANVAS

P37

Winning the Hearts and Minds

A “kill, capture, destroy, disrupt and deny” attitude in dealing with colleagues and customers only fortifies their defenses and makes it difficult to positively impact their lives.

Croot and his company weren’t so bad. The gatekeeper accepted and let Croot “come on back.”

As Croot got past the gatekeeper, he got an appointment with key decision makers in the village (teachers). He knew that if they bought his product, then they would tell all the future decision makers what a good company he worked for. That day Croot had to overcome some common objections that Taliban Inc. had planted in the marketplace, but with great preparation, he felt confident that he could. He knew if he wasn’t well versed on his product, he might find himself in serious trouble in that sales call.

Croot didn’t get the order that day, but he did get an invitation to come again. He got back into his vehicle, confident that he would some day have a good customer, and then continued to his next call. He knew that to make his quota, it would mean long hours in the territory, great preparation, and perhaps more importantly, a genuine interest in serving the customer. Because he knew that once they truly believed that he was there to serve them and not “sell” them, he would have a customer for life.

Croot did such a good job in his territory that he was promoted to a middle management role and was accepted to attend a top

P38

CANVAS AUGUST 2008

sales and leadership university (U.S. Army Command and General Staff College) where he will learn to teach others the art of selling a difficult product. In June, he goes back on the road, to his team of sales champions, to his band of brothers. Croot realizes that while his company may have recently gained some market share, to secure the long-term viability of his company, he and his team need to keep selling. He knows they will carry out the mission, because they are doing it for the right reasons.

So what can salespeople and business leaders take away from Major Croot? Think of the lessons he has learned. It is difficult to force anybody into anything. A “kill, capture, destroy, disrupt and deny” attitude in dealing with colleagues and customers only fortifies their defenses and makes it difficult to positively impact their lives. Just as Croot and our nation have learned that “selling” ideas is easier once trust is built, that rule also applies to us … regardless of whether we are selling a product or an idea.

So this week, while you are making your sales calls or managing your team, don’t forget that Croot and thousands of great salespeople just like him are out there selling a product that will keep our nation and our families safe. Let’s say a prayer that Croot and his company meet their sales quota soon and return home safely to the biggest sales awards ceremony this company has ever seen.

Oh … and Croot … tell your buddies we are forever grateful for your sacrifice. We will never forget.

Brian Sullivan, CSP, is author of the book, “20 Days to the Top- How the PRECISE Selling Formula Will Make You Your Company’s Top Sales Performer in 20 Days or Less” and President of PRECISE Selling, a sales and leadership training company. To learn more about overcoming problems and low sales in a tough economy, check out Brian’s Web site at www.preciseselling.com.

WHAT’S YOUR NEXT MOVE? Now Offering Marketing/ Consultation Services s

!NALYSIS OF CURRENT SITUATION

s

0OSITIONING EXPERTISE

s

CANVAS offers its insight for creative solutions to your marketing needs

For more information on how CANVAS can work for you email: marketing@thecanvasmag.com

Book Recommendation

Selling is Dead What salespeople must do to prosper in the future

By Marc Miller & Jason Sinkovitz

K

ind of ironic that a sales-based magazine would recommend a book called “Selling is Dead”. Despite the title, Marc Miller and Jason Sinkovitz’s book is not about the death of sales. It’s actually about the rebirth that salespeople must undertake to prosper in the future.

Sales is transforming significantly, and many sales teams are now

underperforming. In fact, the cost of salespeople has risen beyond their productivity levels. If selling isn’t exactly dead, it’s broken.

The authors say the main reason is that sellers are generally unable to cope with the quickening pace of innovation. However, this book

The best salespeople will be able to analyze stages, as defined

by Miller and Sinkovitz, and apply best practice skills in order to support their customer’s goals and attain “top tier” performance. will explain how the best sellers will be able to sell new applications, or divergent offerings and achieve remarkable results.

CANVAS highly recommends this book because it seems to share the respect we have for salespeople and promotes a vision that we support. The best salespeople will be able to analyze stages, as defined by Miller and Sinkovitz, and apply best practice skills in order to support their customer’s goals and attain “top tier” performance. According to one reader, “Selling is Dead” is one of 10 best books on sales effectiveness published in the United States in the past 20 years.

You can find “Selling is Dead” in your favorite bookstore.

P40

CANVAS AUGUST 2008

PRESORTED STD U.S. POSTAGE PAID ECP

6555 SUGARLOAF PARKWAY, SUITE 307 DULUTH, GEORGIA 30097 THECANVASMAG.COM

P994 CANVAS AUGUST 2008