Empowering Marketing Service Providers
August 2012
l e d o m w nts. e n a ie l s c i g e n r i e g Th enga for e
The
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“ Customers are more apt to believe what they ‘see’ rather than what they ‘hear.’ So the key to being different is to actually ‘be’ different.”
Publisher mark potter > mpotter@thecanvasmag.com
marketing manager brandon clark > brandon@thecanvasmag.com
MANAGING EDITOR
michael j. pallerino > michael@thecanvasmag.com
– Patrick Malone, Leadership Expert & Senior Partner, The PAR Group
ART DIRECTOR brent cashman
CONTRIBUTORS linda bishop, howie fenton, john foley, jr., graham garrison, craig mcconnell, ryan sauers, brian sullivan
Editorial board chris petro GlobalSoft tom moe Daily Printing dean petrulakis Rider Dickerson david bennett Bennett Graphics tony narducci O’Neil Printing
www.thecanvasmag.com
August 2012
DEPARTMENTS P2
P12
To Hell with Efficiency
Driving upward New Indigo 7600 to power Shawmut Printing’s digital direct mail business
Publisher’s Thoughts
People News
P4
Sales Force Turnover: Good or Bad? P6
5 Points on Inbound Marketing and Lead Generation P8
@TheCANVASMag www.linkedin.com/ groups?gid=1797952 CANVAS magazine for more information: 678.473.6131, 2180 Satellite Blvd., Suite 400, Duluth, GA 30097
Leading the way Lithographics tabs David Oliphant to lead business development team
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Product Spotlight
The Corner Office
Neenah CabinetTM - a unique cross-platform application
Business Insights: Seven Strategies That Make Digital Leaders
Wester States Envelope & Label – New label press
Communicating: Overused Expressions – Please Go Away
HP Indigo 10000 Digital Press introduces B2-format to HP Indigo digital presses
Marketing Insights: Conversation with... Angela Walton-Nelson Put it where they can see it, people
It’s got to be the tablet
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.
Cold Calling is Dead
Book Recommendation Evil Plans Having fun on the Road to World Domination
7 ways to unleash your white papers with a bang
CANVAS, Volume 6, Issue 4. copyright 2012 CANVAS, All rights reserved. CANVAS is published bi-monthly for $39.00 per year by Conduit, Inc., 2180 Satellite Blvd., Suite 400, Duluth, GA 30097 Periodicals postage pending at Duluth, GA and additional mailings offices. Periodical Publication 25493. POSTMASTER: Send address changes to CANVAS, 2180 Satellite Blvd., Suite 400, Duluth, GA 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.
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They really ‘Like’ it
FEATURES P16
P30
How to stand out in a small window of opportunity
The expert approach to getting it done
P22
‘Summer Lovin,’ Happened so Fast’ – Lessons from Danny Zucko
The Difference
Sell More Direct Mail P36
While the debate rages on, the age-old art of picking up the phone and calling somebody has been raised to new levels.
Seven Strategies That Make Digital Leaders
CANVAS P1
To Hell with Efficiency
A
According to the Economic Policy Institute, “Labor productivity is a measure of the amount of goods and services that the average worker produces in an hour. The level of productivity is the single-most important determinant of a country’s standard of living, with faster productivity growth leading to an increasingly better standard of living.” In his book, “Eating People,” Andy Kessler uses the above passage to illustrate the point that true
wealth comes from productivity. The more you produce, the higher standard of living you enjoy. It’s as
simple as that. What Kessler goes on to say is that all the talk of efficiency is a load of bull.
Publisher’s thoughts
Our industry loves the word efficiency. We talk about running our business more efficiently, our
presses more efficiently and our systems more efficiently. We think that, by being more efficient, we will make more money. Don’t get me wrong, efficiency – doing things right – is critical. But efficiency is not the same as effectiveness – doing the right things. By itself, efficiency means nothing. Combined with effectiveness, it is everything. Our industry is smothered in the habit of efficiency. And, while new technologies and software drive costs down on an abundant supply, they ignore the most critical element for our survival: effectiveness. Your ability to engage more prospects, extend your reach and sell more services will determine your success.
By itself, efficiency means nothing. Combined with effectiveness, it is everything. Doing the right things, the right way is the path to the promise-land. We can talk until we are blue in the face about the strategic direction of our industry. The printed word will continue to drop in price, and many of you will sell more and more of it. But your capacity and your willingness to raise your level of production relative to your markets’ needs are what will allow you to buy a new flat screen for football season. We have preached and wholeheartedly embrace the new direction of our industry. Our “MSP Resource Guide” and corresponding app are testimonies to that belief. But it’s not just the ability to embrace change and new philosophies that will carry you through. You must work hard. You must raise your productivity, if you want a higher standard of living. CANVAS readers embody what it takes to make it in the new landscape. You are thoughtful and ambitious. And, most important, you will be the most productive. Enjoy our August edition of CANVAS. We pulled no punches with our cover article, “Cold Calling is Dead.” Your sales success will need a much more integrated process, and you will demand a new level of productivity. Also, you’ll get a load of our “Being Different” article. It reminds us that we must stand out. You cannot hold someone’s attention until you grab their attention. My hope is that this issue, as well as all of our issues, do both. Warmest regards,
Mark Potter Publisher Twitter @markricepotter
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CANVAS August 2012
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JOIN US!
human capital
Sales Force Turnover: Good or Bad?
T
By Craig McConnell
The words Dissoi Logoi are Greek for “different words.” The phrase carries the meaning of contrasting words. It refers to the ancient rhetorical practice of arguing both sides of an issue. That’s what I’m going to try to do here – argue
both sides of what I will call the Sales Force Turn-
over (SFT) issue.
When it comes to SFT, I have some pretty strong biases. Admittedly, my positions are not
Not necessarily. Is it possible that low (or non-existent) sales turnover numbers are evidence of just the opposite – a culture that fails to challenge the individual, condones mediocrity, promotes entitlement and does not demand sales excellence?
embraced by the majority of CEOs, sales manag-
Former GE CEO Jack Welch’s marching orders to his sales
ers and owners. That being said, I’m going to do
management team were to replace the bottom 10 percent of the
my best to be fair, balanced and objective.
sales organization. The management challenge was to insure that
Our minds can find evidence to support any
the right people ended up leaving: hangers-on versus top produc-
beliefs. That helps us experience the reality of
ers. If the departures are from the top tier of your sales team, you
our choices. In theory, there’s nothing wrong
have a serious problem.
with this. The problems start when we begin to
But if you lose people from the bottom end of your sales force
see the world in “black and white.” I believe that,
– those just covering their draws, not developing new business or
since I have evidence to support what I think, all
just taking up space – turnover actually will improve the quality of
other concepts patently are invalid and false.
your sales organization.
Losing top performers will have a significantly negative impact on your bottom line. But losing poor performers can improve your bottom line, especially if you replace them with more talented reps. This can be very dangerous if applied to Sales
Obviously, any time someone leaves, potential negative conse-
Force Turnover. So, regardless of which side
quences exist: a client perception of instability, a sales territory left
of my argument you take, you constantly must
uncovered, disruption of service to a customer, potential loss of
recruit, hire and develop talent.
business to a competitor, etc. But anytime someone leaves (their
I don’t want to become too esoteric or
choice or yours), you have the opportunity to upgrade your talent.
academic, but I feel a review of SFT is an “argu-
And as you have heard me pontificate repeatedly in past columns,
ment” that doesn’t happen often enough. Since
it’s all about talent.
sales managers are responsible for controlling
Losing top performers will have a significantly negative impact
sales costs, and not revenue growth, they must
on your bottom line. But losing poor performers can improve your
know which side of the issue they’re on and
bottom line, especially if you replace them with more talented reps.
manage accordingly.
Are there “hard” costs tied to Sales Force Turnover? Absolutely. Research shows that the cost of making a mistake and hiring the
Evaluating your sales environment
wrong person will cost your company between four and six times
Low turnover obviously is proof of sales manage-
the tendency to hang on to unproductive salespeople for way
rial excellence, right? High employee (sales) reten-
too long.
tion must reflect that a sales manager is fostering a great and productive sales environment.
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CANVAS August 2012
the individual’s annual compensation. Numbers like this promote
You must view the turnover of new salespeople using a different criteria. The rapid departure of new hires usually reflects basic
Since sales managers are responsible for controlling sales costs, and not revenue growth, they must know which side of the issue they’re on and manage accordingly. selection problems or initial training problems. Do you have a
top salespeople usually don’t leave over money,
formal sales process? Are your salespeople coached on a daily
a lack of advancement opportunity or because of
basis? Do you have an “on boarding” process that prepares a sales-
an inherent need for change. They leave because
person for success at your company?
management isn’t giving them what they need.
Remember, 80 percent of sales hiring decisions are made in the
In this case, turnover isn’t salesperson induced,
interview (hire and hope?). The one skill almost every sales candi-
it’s management induced. Willingness to change
date has is the ability to “sell” himself. Traditional interviewing is
is a strength, even if the is chaos happens in the
less than 10 percent accurate and a terrible way to predict success.
short term.
Even when they receive inadequate coaching and training,
So, the next time you consider the positive and
talented sales reps will find a way to succeed. The world’s best
negative aspects of sales force turnover as it applies
coaching and training cannot make up for a lack of talent. Never
to your organization, consider the way Jack Welch
confuse experience with talent.
looked at things: “My main job was developing
Considering that healthy turnover occurs when the bottom 25
talent. I was a gardener providing water and other
percent of your sales team is impacted, if your losses continue to come
nourishment to our top 750 people. Of course, I
from the top 25 percent, it’s time to do some real soul searching. Your
had to pull out some weeds, too.”
Craig McConnell is president and CEO of PrintGrowPro Inc. (www.printgrowpro.com). For more information, you can reach him at 314-753-2802, or email him at craig@printgrowpro.com.
Mobile media 5 Points on Inbound Marketing and Lead Generation
A
By John Foley
Are you generating enough leads for your business? Come on – be honest. Chances are, there’s always something more we could do in our lead-generation process. That’s one reason I’m a big proponent of printers executing inbound marketing efforts. The whole point of inbound marketing is lead generation. You are taking website visitors and hoping they lead to eventual sales. But you can’t take gigantic steps to get there. You must take one step at a time in order to lay the proper groundwork. When it comes to inbound marketing and lead generation, here are a few points to consider: Create terrific offers: You must offer something your visitors want. It’s like dating. What do you have to offer your date? Do you have a tip sheet? A white paper? Some worksheets? Show the value: The value of your offer should be more than the cost to the website visitor. Now you’re thinking, “Wait. He just said to give free offers. So how is it costing the website visitor anything?” The point is, your offer should be something of value.
The whole point of inbound marketing is lead generation. You are taking website visitors and hoping they lead to eventual sales.
And the internet visitor should not be thinking about the “cost” of providing a name and email address. Avoid the ruts: It’s easy to get in the rut of providing information. But don’t forget your calls to action. You can’t assume your website visitor will click on a certain link or indiscriminately cough up that email address. You must make a call to action. Tell your visitors what to do. Tell them what they will get when they do it. Never let them guess or wonder. Make it simple: Don’t make your visitors jump through hoops to get information from you. That’s a huge turn off. If you ask for their names and email addresses, leave it at that. If you mention a short survey, keep it short. Don’t sneak in a 20-question-and-answer session. Don’t give them a quick out: While you’re creating that form for your visitors to become leads, don’t build in back buttons, and clear and cancel buttons. Your form should be above the “fold” so that the visitor doesn’t have to scroll down to enter anything. And
John P. Foley, Jr., is CEO
there shouldn’t be buttons that cancel out the lead form – either on
and CMO of Grow Socially
accident or on purpose.
(www.growsocially.com). For more information, call John at 800-948-0113 or email him at support@growsocially.com.
Not all leads are created equally. Remember, long-term generation is the goal. You’re not in this for a quick and easy turnaround. Inbound marketing typically results in a slower, more organic way of filling the sales funnel. You’re providing information and being the resource that your leads need in order to convert into customers.
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CANVAS August 2012
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Business Insights
Seven Strategies That Make Digital Leaders
T
By Howie Fenton, NAPL
he NAPL 2012 Digital Services Study – our second major study and fourth output on digital services in recent years – examines the fastest growing and most important digital services, and what differentiates digital service leaders from the rest.
Study participants reflected the industry and
Each one was deeply involved in digital, offering a broad range
included 173 companies with annual sales rang-
of digital services: 95 percent run a PDF workflow, 93 percent
ing from under $1 million to more than $600
offer static-content digital printing, and 87 percent offer variable-
million. Nearly 30 percent had annual sales of $2
content digital printing. The majority offered digital services such
million or less, and more than half posted annual
as web-to-print, cross-media marketing and wide-format printing.
sales of $5 million or less.
About half used a web-to-print solution.
One of the questions we asked our participants was, “What will you do to make 2012 better than 2011?” The results were very enlightening. Nine out of 10 said they were taking a more digital approach to marketing. That approached included: • Transforming the company website
• Increasing their use of social media
from an electronic brochure
(Facebook, YouTube, Twitter, etc.);
to an interactive resource that
nearly 44 percent planned to try
engages and educates clients and
social media this year
• Conducting email marketing with landing pages and PURLs
prospects, facilitates business, etc.
Digital leaders do more than just market better; they outperform the rest of the industry. In addition, marketing is continuing to shift
This was discussed in a recent NAPL NewsTalk Live presentation with
toward Search Engine Optimization (SEO). SEO
Rick Schildgen, president of CL Graphics, a small Illinois printer that
is all about how high you are listed or ranked on
offers video production services. You can download a free recording
search engines such as Google (when someone
of the broadcast and listen to him discuss how his company originally
initiates a search, on what page do you appear –
made videos to improve its own SEO, then segue into client video
first, second, third, etc.?).
services after customers saw the programs and requested them.
Digital leaders do more than just market better; they outperform the rest of the industry. Here are six ways they do it: •L eaders pay
• Leaders dive
•L eaders
• Leaders focus
• Leaders are
•L eaders work
more attention to
deeper into the
appreciate the
more on creating
more willing to
on team sales
their customers,
gaps between
need to hire
and adjusting their
invest in – and
more (see my
listen better to
existing and
new subject
value proposition
work through –
article in the
their changing
needed staff
matter experts
for a unique
problems such
June 2012 issue,
needs and build
skill levels, and
more often
competitive
as sales issues
“Digital Leaders
solutions to meet
provide more
advantage as
or production
Support Sales
those needs
in-depth and
conditions change
integration
Differently”)
ongoing training
issues
All NewsTalk Live presentations are available free at www.napl.org/NewsTalkArchives. Howie Fenton is a consultant with NAPL, focusing on resolving production concerns and issues between sales and production staffs, and helping companies improve quality and turnaround times, and sell more value-added digital services. To contact Howie, call 800-642-6275, ext. 6328, or email hfenton@napl.org.
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CANVAS August 2012
Communicating
Overused Expressions – Please Go Away
H
By Ryan T. Sauers
ow is this for an article title? So, maybe you’re saying,
Let’s get our ducks in a row – So, you want
“Here we go again. Where is Sauers going this time?”
to get your ducks in a row? Do you live near a
Well, hang with me. I think you’ll enjoy it. This column
pond? Do you collect ducks? I’m not sure what
focuses on the top 10 things we say (way too often).
the whole “ducks in a row” thing brings to the table when it comes to decision-making.
My argument: These expressions need to “take a hike.” My objective is to challenge the status quo and make you think in new ways.
One-stop shopping – No kidding, if I had a
So, here we go.
dollar for each time a person companies don’t
It is what it is – Really? That’s the best you can come up with.
actually talk said this to me, I’d be, well, you
Maybe you can get former President Bill Clinton to expand on his
know. What does this expression even mean? It is
definition of the word “is.” You can do better than this.
so overused. It’s absolutely irrelevant and, in no way, a point of differentiation.
Give 110 percent – I’m not sure who came up with this expression or why. I’ve always found – and mathematics back me
Low-hanging fruit – Are we all farmers? While
up on this – that all an individual or organization can offer is 100
grabbing some fruit, maybe we can milk the
percent. Anything above that is just not possible.
cows and plow the field, too.
Comparing apples to apples – This is one of my favorite
Think about these overused expressions and
expressions from my days in printing sales. I wonder if there is a
how you can add your own creative approach to
correlation between people who buy things and how much they
them. I’ll give you either a complimentary phone
enjoy fruit? This one needs to go, too.
consultation or an inscribed book for the best two overused expressions absent
Think outside the box – Say what? If I hear this
from this list. Please send them
one more time I’m going to lose it. For years
to ryan@ryansauers.com.
now, I’ve advised people to break, smash and
So, until next time, remem-
shatter the box. So, I beg you: Avoid using the
ber you can always“stand out
words “think” and “box” in the same sentence. Win-win – I think Franklin Covey has some great ideas. Win-win, win-lose, lose-lose, etc. But can we agree to quit using this phrase every time? Be creative and put your own spin on this phrase. Drop the ball – I love sports. And, yes, when you play, there are going to be dropped balls. But this term is thrown around (no pun intended) way too often in the business world. Time to come up with something else. I’m buried – Well, you’re not really buried until your time on earth is done. So, why do we use such a bleak expression? Also, ditch the “I’m slammed,”
And the book winners are? As promised, kudos to Tom Chubb, Chris Kuhl, Maggie Young and Allie Tucker. Each person won an inscribed copy of my new book, “Everyone Is in Sales.” After pouring through the many responses I received from my most recent CANVAS column, their comments are the ones that stood out the most. Keep your responses coming. I read each one.
“I’m drowning” and “I’m covered up,” too.
from your competition.” The best way is to offer “one stop shopping.” And, while you are at it, make sure you “give 110 percent” and “think outside the box.” Always address the “low-hanging fruit” first, and stop when you’re “buried.” If someone “drops the ball,” look for the “win-win” scenario. And remember, to keep your costs down, continue to “compare apples to apples.” If you’re wrong, well, “it is what it is.” You get the picture. Good luck.
Ryan T. Sauers is president and owner of Sauers Consulting Strategies, whose business is growing your business. Sauers founded the independent consulting firm after nearly 20 years of leading printing/visual communications companies. Sauers is working on his doctoral degree in organizational leadership and has a master’s in organizational leadership. He is both a Certified Myers Briggs Type Indicator (MBTI) practitioner and Certified Marketing Executive (CME). This article topic is explained in more detail in the Everyone Is in Sales book. Let’s talk: www.ryansauers.com.
CANVAS P9
Marketing Insights
Conversation with... Angela Walton-Nelson Assistant VP & Print Production Manager SunTrust Banks
A
s the print production manager for all the marketing collateral at SunTrust Bank, Angela Walton-Nelson understands the importance of being diverse when it comes to helping promote the bank’s various messages to its customers – and beyond. After all, Atlanta-based SunTrust is one of the nation’s largest banking organizations, serving a broad
range of consumer, commercial, corporate and institutional clients. CANVAS sat down with her to get an inside look at the issues and challenges she faces daily.
As a print buyer, what keeps you up at night?
technology and services in the market.
state-of-the-art equipment, innovative
My job is to help my company achieve
ideas, and the highest level of service
The pace of business is faster than ever.
our goals. This can be accomplished
and quality. Our printers are our partners
With the use of mobile technology and
by incorporating some of the newest
and a true extension of our department.
all those emails flying back and forth, it’s
trends that could save us time and
When printers are treated as partners, it
a breeding ground for small details – or
money as well as drive our message.
allows them to bring ideas and solutions versus just trying to sell printing.
even a small project – to fall through the
previous 10 things. Sometimes you have
What marketing pieces, etc., do you produce that require print services?
What is the status of your printing needs these days?
to step away from the computer in order
Our printing runs the gamut: every-
I’m managing more jobs than ever. That
to get through your to-do list.
thing from brochures and branch
being said, the size of the projects seems
merchandising, to statement inserts
to be getting smaller, schedules are
and invitations.
getting tighter and variable imaging is
ink on paper anymore, the print buyer
What do you look for in a vendor relationship?
more integration between different media
role is evolving as well. It’s impera-
In this competitive market, printers
tive that I keep abreast of the latest
I’d consider working with must have
cracks. At times, it feels like I have 10 more things to do before I have completed the
What’s the most pressing item on your to-do list? Just as printers are not just producing
becoming more common. There also is – i.e., print, online, mobile, etc. Print acting in a coordinated effort with other channels of communication is very powerful.
The amount, in billions, that U.S. advertising increased during the first quarter, a 2.6 percent increase, according to Kantar Media. Television advertising posted strongly overall growth, with a 7.6 percent gain, including 7.4 percent in cable TV spending and 7 percent in network TV spending. In addition, magazine media dropped 3.6 percent, while B2B magazines fell 1 percent.
She said it… You must know what you are trying to accomplish [first]. What’s your end game? What are you trying to accomplish? People are there because they love [Facebook]. We don’t want to ruin the party. That’s our challenge. – Kim Kadlec, worldwide VP of the global marketing group for Johnson & Johnson, on why brands need specific social marketing goals
P10 CANVAS August 2012
It’s got to be the tablet Smartphones or tablets? If that’s the question, then the answer is tablets. According to recent studies, today’s techno savvy consumer is more apt to use a tablet over the smartphone. For example, according to an Interactive Advertising Bureau study, tablet owners are twice as likely as smartphone users to respond to an ad at least once a week. In addition, about half of tablet users clicked through ads, versus a quarter of smartphone users. Actions included downloading coupons (51 percent), researching products (49 percent) or purchasing online (46 percent). According to a recent comScore survey, 53 percent of tablet owners who use their devices to watch video at least once a month, compared to 20 percent of smartphone owners. In addition, 27 percent of those tablet viewers’ pay for content.
They really ways to unleash your white papers with a bang ‘Like’ it Publishing a white paper is like publishing a book. A lot of pre-marketing is involved. Think buzz. But unlike marketing a book, you don’t have to market your white paper for months before you publish. You only need a week or two to generate excitement. Mitt Ray of the Content Marketing Institute shows you how: For the full article, visit www.contentmarketinginstitute.com/ 2012/04/7-ways-to-launch-white-papers/. Establish your distribution plan – Before you launch a white paper, have a plan. Don’t just publish on a random day when it’s ready. Set a publishing date ahead of time and stick to it. Have your white paper ready at least a week or two in advance. Make sure it is proofread, edited, reviewed, designed, etc. This will help cut down on delays when your publishing date rolls around. Create a landing page – Don’t wait for your white paper to go live on your landing page. Publish your landing page about two weeks ahead of time. The page, designed to provide contact details, should be short and persuasive. If you publish this page in advance and collect email addresses, your white paper’s readership will increase. After the paper has been published, you can tweak the call-to-action to reflect the immediate gratification: “Register below to download the white paper now.” Write relevant posts to support and promote paper – To attract traffic in preparation for your white paper, write a series of relevant blog posts. At the end of each post, use a call-to-action that lets readers know about the upcoming paper and links to the landing page. Some of this content can be excerpted from the white paper itself. At the end of every post, include a link to your landing page and a call-to-action that asks readers to register. Write guest posts – Target blogs that focus on the same niche or topic as your white paper. As with your blog posts, don’t forget to include a call-toaction and a link to your white paper. Publish some of these posts before your white paper goes live, and some on the same day your white paper is published. This may mean working with blog editors to make sure they can accommodate your launch schedule. Get reviews – If you know experts on the subject or someone who has a popular blog in the same niche, ask them to review a preview copy and post it on their blogs. If your connections are too busy to write a full review, ask if they will provide a short, four- or five-line blurb. You can add these reviews to your landing page, which will help increase the legitimacy of your work. Invite experts to guest post – Posts from experts can help attract users to your blog. Experts usually have followings on the internet who read their newsletters, tweets, social bookmarks, etc. When they write posts on topics they specialize in for your blog and share them, their followers will visit your website, read the post and see your white paper. If it interests them, they’ll download it or sign up to receive it when it’s available. Email it to your subscribers – Inform your newsletter readers about your paper a week or two before it launches. Let them know about the pre-publishing landing page and ask if they’ll sign up. You also can send them an email on the day your white paper is published, and ask if they will download the paper from the landing page. If you already have their contact details, send them a direct link to the PDF.
This social media thing might just stick around awhile. According to a recent survey by InSites Consulting, 80 percent of U.S. companies have a presence on Facebook, 48 percent have a LinkedIn presence, 45 percent use Twitter and 31 percent are on YouTube. The study – The 4 Cs of the Conversation Company – found that 83 percent of respondents at U.S. companies answered questions or complaints sent via social media channels, while only 54 percent actively took place as conversations on social media. Only 11 percent of the companies also said they were integrating their social media approach into overall corporate strategy, while 17 percent were in the “mid-integration” stage.
That’s what he said… If we can get 40 million plus fans, or even some subset of them talking positively about the things we’re doing; ultimately that’s a good thing for us. – Coca-Cola executive VP and chief marketing and commercial officer, Joe Tripodi, on why he believes Facebook advertising is helping boost the company’s beverage sales
Did you
know?
Google+ rules. Well, sort of. According to a recent poll from the American Customer Satisfaction Index and analytics company ForeSee, users are happier with Google+ than with Facebook, topping all social media sites with a 78 rating. Interestingly, users who noted Facebook’s frequent interface changes and privacy concerns rated it the lowest among all social media sites, with a score of 61 out of 100, compared with 66 last year. The survey also found that social networks, in general, are among the lowest-rated category of companies.
CANVAS P11
People News Your news here People news. New products. Trends that are shaping the way our industry does business. If you have a news item, CANVAS wants to hear about it. All you have to do is email us the information and a photograph, and we’ll do the
Driving upward New Indigo 7600 to power Shawmut Printing’s digital direct mail business
I
t’s all about that comfort level. The time and
the HP 5000 and 5500 already on the compa-
place where your customers know that what
ny’s production floor, Peluso says. In addition,
you offer – and how you offer it – can help
Shawmut also provides offset production with
them meet the project demands and deadlines
a four-color Heidelberg, and five- and six-
they have on any given day.
color 28- x 40-inch Komori presses with in-line
rest. Send your information to michael@ thecanvasmag.com.
Michael Peluso knows this. As executive VP
aqueous coating.
of Shawmut Printing, he remembers the task
“Purchasing new machinery is a decision we
at hand his company faced when showing its
take very seriously,” Peluso says. “We want
customers the advantages of a digital press.
to ensure the printers we have in-house will
“When we got into HP presses five years ago, it
produce the best end results for our clients.
was a definite challenge,” he says. “We had to
The Indigo 7600 helps us achieve that goal. It also provides us with the opportunity to offer services that have never before been offered on a digital press. From printing white and raised ink, to meeting custom brand demands by matching more than 3000 Pantone® colors, to printing textured effects simulating an embossed feel, we look forward to utilizing the Indigo’s various capabilities.” While 60 percent to 70 percent of Shawmut’s business is direct mail, some of its clients are looking for folders or brochures and presentations materials. “The 7600 will be used for those
Indigo 7600 (left) and the HP 5500 (right).
materials – and because one of the new features it has is embossing, it will enable us to also do
create a complimentary piece that folded over
invitation-type projects,” Peluso says.
that was digital to show customers there wasn’t
When Shawmut purchased its first HP, Peluso
much of a difference. But [today], we don’t even
says it was a natural progression to merge the
feel the need to explain to people that your job
data people with the desktop people, and to
is running offset or digital.”
undertake the trials and tribulations of working with a file and getting the things you need such as PURLs and QR codes. The printer’s business
“ Purchasing new machinery is a decision we take very seriously. We want to ensure the printers we have in-house will produce the best end results for our clients.” – Michael Peluso, Executive VP, Shawmut Printing
has grown in the variable data and has expanded to storefronts and on-demand products. Next, it moved into marketing services. Today, Peluso says Shawmut’s business is steadying after a period of uncertainty. “Last year we saw a lot of peaks and valleys, having a fantastic month and, two months, later having a bad month. But this year, we had a lot more
That’s why Shawmut did it again. The Danvers, Mass.-printer recently purchased another HP
consistency, so if we can stay there and have some growth, I’ll be happy.”
printer. Peluso says the 13- x 19-inch format sheet-
Founded in 1951, Shawmut Printing is a
fed Indigo 7600 will continue to drive its digital
full-service print solutions company that offers
direct mail business.
its clients design, printing, mailing and fulfill-
The Indigo 7600’s ability to offer white ink, raised print and textured effects will complement
P12 CANVAS August 2012
ment, including online fulfillment and inventory in real time.
Leading the way Lithographics tabs David Oliphant to lead business development team
D
avid Bailey’s thinking was simple: Strengthen Lithographics’ business development efforts, and you will build for the future. So, when the president of this
Nashville commercial printer started looking for an executive to
“To attract someone of David’s talents and skill sets to lead our business development efforts now and in the future will be the key to helping us reach the next level of success,” Bailey says.
help take the company to the next level, he tabbed David Oliphant
“ To attract someone of David’s talents and skill sets to lead our business development efforts now and in the future will be the key to helping us reach the next level of success.”
to lead the charge. Oliphant, Lithographics’ new VP of business development, will lead a team of 15 sales executives, marketing specialists and print consultants. During the last 15 years, he has built a solid record of success in both sales and sales leadership. Before joining Lithographics,
– David Bailey, President, Lithographics Inc.
David Oliphant
Oliphant was the director of business development at RCG/
Lithographics, an award-winning, second-generation,
NationLink Wireless, where he aggressively grew the size and
family-owned business, has been providing quality services
quality of his sales staff, and successfully launched key new
like bindery work, sheet-fed and offset web printing, calen-
products into the marketplace. His efforts helped double
dars, fulfillment and print promotional products to the Middle
profits during a two-year period.
Tennessee market – and beyond – since 1975.
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The
Differ How to stand out in a small window of opportunity
S
ometimes, Anita Sirianni just
has to cover her eyes. Sales
reps determined to make a memorable first impression with a prospect do just that,
but often with disastrous results. Armed with aggression, silliness, card tricks or just too much caffeine, they fail to balance being interesting and attractive, and land
By Graham Garrison
P16 CANVAS August 2012
in a big pile of weird and awkward.
ence “Sometimes, in their own insecurity of perhaps not
they say and how they communicate who they are, their
knowing how to initiate contact, they muster up their
business reason for being there, and a statement that
assertiveness or an attitude, and tend to come into an
is provocative or interest-getting in a way that causes
office like a bull in a china shop,” says Sirianni, presi-
a prospect to lean in rather than lean away.”
dent of Ansir International, which trains reps in differ-
Their urgency is well placed; the execution just needs
ent industries that sell to end users and wholesalers.
to be fine tuned. CANVAS spoke with a number of sales
“They do this, rather than use an approach that tends
experts to get insight on how you should approach that
to work better and is more strategic in terms of what
critical window of opportunity with a prospect.
CANVAS P17
The Difference
Interested, not interesting
about the traits of the most successful salespeople they know. What
“Customers are more apt to believe what they
he doesn’t hear is best practice examples of diagnosing-prescribing,
‘see’ rather than what they ‘hear,’” says Patrick
serial processing, value propositions and overcoming objections.
Malone, leadership expert and senior partner
“If you ask people what the very best do and look under the
with The PAR Group, a management consulting
hood of that, the answers are the same: empathy, listening,
firm. “So the key to being different is to actually
connecting,” Zoldan says. “When I think about the best sales-
‘be’ different.”
people I know, I think about a CEO of one of my clients. Every time I would go on a sales call with him, he would never do the
Malone offers the following steps toward
traditional, probing-value-reasoning-based dialogue. He would
developing that pattern when meeting with
open up and be transparent, and let people in. He would share
a prospect.
stories, personal and business. I was always amazed at how effortlessly he would let people in.”
Step 1: Be interested in them instead of trying to be interesting to them
Zoldan, who co-authored the book, “What Great Salespeople Do: The Science of Selling Through Emotional Connection and the Power of Story,” with Michael Bosworth, says new scientific research
Step 2: Understand the difference between the
shows that people are neuro-biologically wired to connect, to
goal of the sales call and the strategy of
empathize. Logic and reason – once thought of as the foundation of
the sales call
how humans change and decide to buy – actually take a back seat to emotion. People tune in to sharing stories and tune out when
Step 3: Listen more and talk less – at least initially
“Competition has gotten much tougher and customers’ expectations have gotten much higher,” he says. “Everyone tries to stand out, but they are so ‘me’ centered that they end up acting and sounding like everyone else.”
Focus on stories Ben Zoldan, co-founder of Story Leaders, a training firm focused on improving the performance of salespeople, asks attendees of his workshops to think
P18 CANVAS August 2012
facts, figures and data are spilled. Stories inspire and challenge
“Customers are more apt to believe what they ‘see’ rather than what they ‘hear.’ So the key to being different is to actually ‘be’ different.” – Patrick Malone, Leadership Expert & Senior Partner, The PAR Group
paradigms, illustrate a point, and connect people emotionally. “If we can use stories not as the ends but the means, we can teach salespeople to say, ‘Let me tell you a story about our company and about me,’ then pass the torch literally to a prospect and say, ‘Hey, tell me your story,’ Zoldan says. “No. 1, everyone wants to tell a story. And we can help salespeople actually listen as opposed to talking. Sales calls become story sharing. That’s what the best sales calls look like.”
The Difference
“ If you ask people what the very best do and look under the hood of that, the answers are the same: empathy, listening, connecting.” – Ben Zoldan, Co-founder, Story Leaders
Have a game plan Mike Schultz, president of the RAIN Group, a sales training and consulting firm, says reps should have a process in place to walk a prospect through the purchase cycle. He developed a system with the acronym RAIN (Rapport, Aspirations/Afflictions, Impact and New Reality) and co-authored a book with John E. Doerr titled “Rainmaking Conversations: Influence, Persuade, and Sell in Any Situation.” The following is how he describes the process. Rapport Building a rapport is critical,
Aspirations &
Impact
Afflictions
New Reality
You must provide ROI in
Communicate how their life
but success hinges on the
Schultz says most sales reps
a way that the prospect
will be different by using
approach. It’s a lot like a
are well versed in uncover-
can communicate to his
this product or service. “You
conversation on a first date,
ing afflictions with questions
team. “It’s often been said,
can show a spreadsheet,
Schultz says. If you begin
like “What’s not working for
and I believe, that people
have a conversation, but it’s
the conversation with your
you?” “What’s not happen-
buy with their hearts and
really about giving them a
hobbies, your special skills
ing in your business so I can
they justify it with their
sense of what it’s going to
and your accomplishments,
help?” But that’s only part
heads,” Schultz says. “So
look like, and how their lives
then chances are the pros-
of it. “Addressing afflictions
if someone wants to do
are going to be different six
pect won’t be interested in
is fine, but a lot of people
something, he wants to buy
months from now by buying
the discussion. But if you
don’t think about the aspira-
from a particular company
from you versus buying from
get the client talking about
tions. If you are going to
or person, he needs the
someone else, or simply
his interests or business
be a solutions provider, if
ROI to justify it himself,
not doing what you’re
needs, you’re much more
you are going to be more
and present it as justifica-
suggesting that they should
likely to make a connection.
than just someone who can
tion to the other people
do, what you’re proposing
provide a commodity prod-
in his company on why
they should. They really
uct, then you focus on help-
he is doing it. There is an
get a sense and feel of the
ing them to achieve some
emotional element behind
before-and-after picture,
kind of business goal.”
it. So if you can tap into the
then you truly have a power-
emotional part that, your
ful sales process.”
product or service will fill a need, then it can be that much more powerful when you show the ROI, too.”
If you fail, learn before trying again Sirianni recommends sales reps track their efforts to see what works Scan To Read
and what doesn’t. “It helps make them aware that, perhaps, what they
This Article on Your
have been doing is not as effective as it could be if they were to adopt
Mobile Device
these ideas,” she says. “That would be by having them be accountable for tracking their number of attempts and successful contacts, whether it’s physical visits to the prospect or via the telephone.”
P20 CANVAS August 2012
an r o , n o i f t o u t t i t u s r n a i s o s t e n i d n i s n s e a l u t s b t r e e a s t , n d s n e y n o i r a a l t e d w ge na n o n a a p a , s r h e c ts u i v o o b e i t r a n s e e h t e “Wh ual ceas me mys the old r habits.” p e so id t u , t v s s i e t k i d b d in ea ab r n h b a , e p n w routi s the setu on for ne ti he a s d a n sm he fou t –
P22 CANVAS August 2012
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Hill
sion s i m r “Pe k odin o o G b h s Set n hi � , g tion n p i t u r e r k Inte Mar t u abo s k l rsus e ta v . ting ting e e k k r r Ma Ma nal n o i o t i i iss rad t pts a u Perm s r i r inte ting y e l k l r a a liter nM t o a i t h t and g n rup r n o i i e s t t i In tten ver t a d ng). i r l a l u f a o o c ab y old r c form g k in to t the h a y t ( h a t g rd ires thin u you e q m e licit u so ng r i p t o x y e e ark s sell ves M i g n d hi r o n i e e s is to s stom r u e Perm c t log ke a ve r i t t a a c c s pe he m l or ying t i r r a e pro o u m f e (e ion ke q i s g l s ( a i s sion mes s perm i l a m per tion t o i c m i l pro imp r o ) est . u q e ine) r g n e arch e s a
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te a b de old e e h ag ile t e h h e t h , W t n p o u s g e n ki rag c i ng p i l l f a o c d en ar t n s i a r s ne a o h h p dy o b e ls. e v som le w e to n icha
By M
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CANVAS P23
Cold Calling is Dead
While Godin’s book was intended for business
he goes to his sales manager for advice. His boss gives him anti-
owners and marketing executives, it has merit
quated strategies such as using his “Initial Benefit Statement” and
for sales organizations, especially sales manag-
“Elevator Speech.”
ers that cling to a traditional way of doing things.
But guess what? It’s not the suit.
To breakdown the flaw in Interruption Marketing,
Companies afraid to deviate from the old ways of doing busi-
Godin uses the metaphor of someone trying to
ness are fooling themselves. They have to let go. Times are
get married. After his marriage proposals are
different. The rules are changing.
turned down by every woman he meets, the bachelor blames his clothes, buys a new suit and tries again, only to fail at every turn.
Adapt or die, right? Sam Richter has heard all the talk before about the death of cold calling. It’s dead and gone. Tracking down and selling leads
Sound familiar? The story sounds an awful a lot like cold calling – that old, tried-and-true way of
for your products and/or services takes more than just picking up the phone and calling a company you nothing about.
adding sales to your company’s ledger. A sales-
But Richter, whose best-selling book, “Take the Cold Out of
person spends every minute of his day cold call-
Cold Calling” helped make him a trusted resource for today’s
ing with dismal results. After repeatedly failing,
sales professional, isn’t buying it. Sure, he has seen the chatter
“ If we define cold calling as picking up the phone and calling a prospect who might want your services, I don’t believe cold calling is dead. I prefer to describe it as warm.” – Sam Richter, Author of ‘Take the Cold Out of Cold Calling’
rules for today’s sales professional
1. Be relevant – Research your prospects by using the tools at hand – social media sites such as Linked In, Facebook, etc. Figure out what your prospective client cares about and make it work.
2. Be passionate – The best way to show a prospect why he should buy from you is to show him how much you love what you do. Be proud. Let him know that your product or service is something that you can’t live without.
P24 CANVAS August 2012
3. Add value – If you are going to sell something, you have to make sure it is above and beyond what is expected. This includes areas such as customer service.
4. Exceed expectations – Whatever it is you’re selling, make sure that you transcend what they expect in every shape and form. Send personal letters or notes when the company does something noteworthy.
5. Show you care – This one is easy. Go out of your way to show your customer that he is not typical. Make him feel special and that what he does and what he needs matter.
Cold Calling is Dead
Companies afraid to deviate from the old ways of doing business are fooling themselves. They have to let go. Times are different. The rules are changing.
while the experts may argue semantics, the phone – and those in-person conversations – are what deliver revenue. “If we define cold calling as picking up the phone and calling a prospect who might want your services, I don’t believe cold calling is dead,” Richter says. “I prefer to describe it as warm.” Fifteen years ago, Richter says a salesperson would develop a lead list by picking up a phone book (a community phone book or a list of companies in a specific industry, etc.), identifing his prospect list, and then “smiling and dialing.” The sales strategy most likely was something like 10-3-1 – make 10 phone calls, get three hot prospects, and close one deal. Fast forward to 2012, and Richter says the internet has made every company a commodity, i.e., the consumer can find what they are looking for someplace else. “Take local services like an attorney or CPA,” says Richter, who also is senior VP and CMO at software and solutions firm ActiFi. “That specific service doesn’t have to be local. Your attorney can be in London. As a buyer, you have a world of resources at your fingertips. Buyer intelligence is so much more sophisticated today. If you feel you’re missing something or need something, you simply go online and find it.”
Getting your bullseye on Today, with all the tools available (such as marketing automation), salespeople can target the person and/or companies most interested in their products or services. “It’s about pinpointing these targets before you pick up the phone and just call,” Richter says. “They can thoroughly research everything about Company A and find out why they should do business with you. It’s all about being in the blogosphere. He has heard the question
relevant. It’s all about doing your homework and being able to
frequently asked during one of the many semi-
speak the language of the company you are targeting.”
nars he conducts around the world. And he
There are other benefits, too. Sheri Bridges, Ph.D., associate
knows the digital age (think the internet, cell
director of marketing and faculty director of the Center for Retail
phones, marketing automation, etc.) is a more
Innovation at Wake Forest University School of Business, says that
efficient way to prequalify customers than the
cold calling often results in a low return on time invested.
“old way” of doing business.
“If the size of the sale and resulting commission are sufficiently
But cold calling dead – completely wiped off
high, cold calling can be worth the effort,” Bridges says. “Like so
the strategy list? As it has been conducted during
much else in business, it all comes down to the numbers. How
the last 20-plus years, sure, Richter will make the
many calls does it take, on average, to reach a prospect? How
case for that assumption. He concedes that sales
many prospects must be reached, on average, before an appoint-
success is more than just dialing for dollars. But he
ment can be scheduled? How much time is necessary to prepare
does believe that calling prospects and custom-
for the appointment? What’s the present value of the sale? What’s
ers still is a valid way to move a sale forward. And
the value of future sales to the client?”
P26 CANVAS August 2012
Cold Calling is Dead
“ The consumers’ decision is a journey today. The most successful marketers are those who realize that consumer decision-making isn’t deterministic or linear.” – Sheri Bridges, Ph.D., Associate Director of Marketing, Faculty Director of the Center for Retail Innovation, Wake Forest University School of Business
to be a better salesperson What are the keys to successful sales and relationship building in the sales process. Sheri Bridges, Ph.D., associate director of marketing and faculty director of the Center for Retail Innovation at Wake Forest University School of Business, offers five ways you can improve your sales acumen.
1. See yourself as a brand – Everything you do or say helps build your reputation and image. Think about how you want to be perceived and act in ways consistent with your goal.
2. Know your customer – If you expect the consumer to invest money in your product or service, you must invest in learning about the consumer’s situation, needs and wants.
P28 CANVAS August 2012
3. Empathize – Your job is to solve the consumer’s problem or satisfy his wants. Focus on the problem or want, i.e., on the customer, rather than on the sale, i.e., on you.
4. Listen more, talk less and ask questions – The consumer usually will tell you what he needs if you give him a chance. Sometimes, consumers need help figuring out the problem or want. Use your insight to for clarification purposes.
5. Aim to create value – Your goal should be to leave the consumer feeling better at the end of every phone call or visit because he knows he can count on you to fix the problem/ satisfy the want.
says. “Like quality, trust has become a price of admission – an order qualifier, not an order winner. A brand is a promise from a company to its consumers to deliver value consistently over time. Consumers won’t believe in a brand unless they can trust its promise. Access to information Bridges says today’s sales approach plays into what and how individuals and companies look for products and
has given consumers greater ability to jettison from their consideration. In the end, the sales process comes down to
services. “The consumers’ decision is a
that connection. “In my opinion, the buyer is going
journey today.
to buy from somebody they like and trust,” Rich-
The most successful marketers are
ter says. “If he doesn’t like or trust you, he will go
those who realize that consumer deci-
with the lowest price. But if you’re a true salesper-
sion making isn’t deterministic or linear.”
son a true, value added partner in what they do;
The old model, Bridges says, suggested
you had superior customer service; you’re helping
that the choice process started with “Awareness,”
them build their business; they are going to pay a
moved to “Interest,” became “Desire” and ended
premium for what you sell.”
with “Action.” But AIDA was a victim of the multidimensional types of connectivity – to people, to product/service information, to reviews and recommendations – made possible by technology. Today, the marketing and sales process is no longer a monologue or extended soliloquy in which companies talk at consumers, who, in turn, are expected to be docile receptors of and believers in whatever message is transmitted.
Scan To Read
“Connectivity has empowered buyers to determine what information they want/need, where they will get it, how they will evalu-
This Article on Your Mobile Device
ate it, and when/where they ultimately will act on it,” Bridges
What’s on Your Summer Reading List? Whether you’re lounging by the pool or on road trip this summer, don’t forget to take along a good book! Long-time commercial printing industry veteran and sales expert Linda Bishop’s TT Books are no-fluff, practical guides guaranteed to help you achieve sales success! Selling in Tough Times – Discover new ways to hit your sales goals in a down economy 101 Cold Call Tips – Find out how to take your cold-calling skills to the next level The Sales Pro’s Guide to Using LinkedIn ® – Learn to use LinkedIn® as a business building tool For free, daily sales tips read Linda’s blog, www.salesisnotforsissies.com, and follow her on Twitter, @Linda_Bishop.
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Sell More Direct Mail
The expert approach to getting it done
P30 CANVAS August 2012
By Linda Bishop
T
he monthly sales meeting at BigPrintCo took
The room erupted into cheering and applause. After it died down, Tammy, the newest member of the team, leaned forward and asked, “I’d love to sell a big deal like that. How
place on the second
did you do it?”
Tuesday of every
World has been my customer for
month in the main conference room. Donna, the VP of sales, smiled broadly as she kicked off the meeting. “Let me get started by extending my congratulations to Tom. Yesterday, he signed a big
“It wasn’t easy,” Tom said. “Widget more than a decade. About three months ago, my contact told me they planned to consolidate all their direct mail into one program. When I discovered they were talking to advertising agencies, I panicked because there was a chance I’d lose the business with an agency in charge.” Robert faced Tom across the walnut conference table. He had been sell-
contract with Widget World for a direct
ing for more than 30 years. “I’d panic,
mail program. The projected billings
mail business in today’s market, it
should be right around $95,000.”
too. If you lose a big chunk of direct won’t be easy to replace.” Tom nodded. “That’s why I decided I wasn’t going to lose the Widget World business without a fight. To win the business, I had to convince my customer I was more than a printer. I was also a direct mail expert. That meant demonstrating I understood what made a successful program with good ROI.”
CANVAS P31
Sell More Direct Mail
Tom gestured to Donna. “Donna suggested we partner with a freelance designer and copywriter who had direct mail experience. I arranged a meeting and we pitched the account, just like an agency. Showing how segmenting data and sending personalized messages to the target market was a game-changer, and we won the business.” Tammy looked at Donna, determination shined from her eyes. “I want to sell a big deal like that. How do I get to be a direct mail expert?” Direct mail has been around a long time. One of the most famous mailings of all times is the Sears Catalog. In the late-1800s, the catalog mailed for a postal rate of $.01 per pound. It sold everything from clothing, to kits to build houses. A color section was added in 1897, showing advertisements for shoes in black, red and brown. Film stars like Lauren Bacall, Susan Hayward and Gloria Swanson modeled for the catalog. Edgar Rice Burroughs, the famous author of the Tarzan series, wrote copy. The catalog survived until 1993, when Sears discontinued printing due to shifts in purchasing behavior.
Successful direct mail programs are built around obtainable objectives related to profit. Today, the internet is direct mail’s biggest
Who needs direct mail?
competitor. Diminished demand for print has
High-end hotels. Charitable institutions. Colleges. Credit card compa-
intensified competition. Printers that want to steal
nies. Each of them use direct mail to sell to consumers. Businesses use
business from rivals must know about more than
direct mail to sell products and services to other businesses.
paper specifications and basic postal regulations. They need list expertise, and more.
For a product or service to benefit from a direct mail campaign, the sale’s value must be relatively high. For example, let’s say the price of a new car is $20,000. If a dealer sends out 200 postcards
Finding a Partner Few printers have data mining expertise in-house. To find a partner, start by researching online. Talk to the firms that look like a fit. Be prepared to have multiple conversations to find the right firm. When including outside data mining services in a direct mail proposal, set realistic expectations. Spell out the process in detail. Be sure your client understands what he can expect to achieve and how you recommend he use the information.
and only one person decides to visit the dealership and buy a car, there’s enough profit to cover the cost of the mailing for the 199 people who didn’t buy. If a fast food restaurant mails 200 postcards and gets the same response, it loses money. The value of a sale can be assessed using a single purchase or as a lifetime value. Lifetime value is total profit from an ongoing relationship with a customer. Products and services with higher lifetime values justify the cost of direct mail, because expanding the number of customers leads to a bigger payoff. Products and services that are a poor fit for direct mail sell under one or more of the following conditions: • The value of a sale is small • There is little opportunity for repeat business • The product or service is a commodity that’s easy to find, with little opportunity for differentiation.
P32 CANVAS August 2012
E n c o u r a g i n g
c r E at i v E
m i n d s
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RESEARCH
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EdsF’s scholarship program makes it possible for students to receive the education necessary to pursue careers in the document management and graphic communications industry. What sets EdsF apart from other Foundations is the international scope of our operations.
EdsF sponsors academic research grants and partners with major industry research firms to provide businesses with cutting-edge data on trends in the document management and graphic communications industry. since 2001, EdsF has provided 30 research grants, developed a grant/mentor program and published over 25 white papers.
Through recognition of leading educators and educational programs worldwide, EdsF continues to build awareness about career opportunities in the industry, while ensuring that businesses have a talented pool of applicants to recruit.
more than ever before, there is a critical need for individuals and companies to support the future of the document management and graphic communications industry. EdsF’s scholarship program enables students to receive the education necessary to pursue careers in the industry, while providing much needed assistance in offsetting the ever increasing financial burden. Please join us as we work together to provide our future business leaders with the skills and knowledge necessary to shape our industry for years to come.
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Sell More Direct Mail
Products and services with higher lifetime values justify the cost of direct mail because expanding the number of customers leads to a bigger payoff. Successful direct mail programs are built
Data mining analyzes data to search for patterns. For example:
around obtainable objectives related to profit.
• Are buyers male or female?
Helping customers clarify and set realistic expec-
• Where do they live?
tations separates you from your competitors and
• What is their average age?
demonstrates direct mail expertise.
• What is their income? • Do they own a home?
Who is the target audience?
• Do they have children?
Award-winning designs, compelling copywriting
• What level of education do they have?
and amazing offers still will fail when direct mail
• What hobbies do buyers engage in?
lands in the wrong mailbox. Successful programs are relevant to the recipient.
For customers who sell to businesses, it’s useful to know:
• What matters to the buyer?
• Buyer titles
• How does this product or service help fill a
•T he types of enterprises that have purchased in the past
need or reach a goal? • What is compelling about this offer?
• Customer size • Geographic location •A vailable information about budget considerations and needs
To determine who the best prospects are, start
analysis
by analyzing current customers. Who is buying now? What do they have in common when it
List Basics
comes to demographics, behavior or attitudes?
A house list is a database of prospect and customer names with profile information. It is owned by an organization. Often, your clients will want to use direct mail to expand their lead pool by renting a list. Ed Mayer, a direct marketing guru whose career has spanned more than 50 years, made major contributions to the field. Mayer is known for his 40/40/20 rule. This general guideline ranks the importance of factors in a campaign as follows: • 40 percent of success is determined by the list • 40 percent of success is determined by the offer • 20 percent of success is determined by the creative To find the right list, you may want to find a competent list broker. That person has the experience and skills to ask smart questions, research list alternatives and provide good options. Lists also can be enhanced by “appending” data to add information. A good list broker can provide guidance on this, too. Testing matters when it comes to list performance. Before mailing 100,000 postcards to an untried list, it’s better to mail to a sampling and see how the list performs.
P34 CANVAS August 2012
Format Considerations, Offers and Response Mechanisms Format considerations often are driven by budgets. But before
You can do your own research on effective
you let a customer send a cheap postcard to CEOs, ask yourself
direct mail by looking at the pieces that arrive in
if the format of the mailing is aligned with the strategic objec-
your mailbox. What works? What doesn’t? Look
tives for the campaign. Will you grab the attention of the audi-
at pictures, headlines and formats. Think about
ence? Does the format help get the message across? Is there
how you could apply ideas to your clients.
enough room for copy and visuals to tell the right story and engage potential customers? Writing and designing for direct mail is another specialized area of expertise. If you’re providing your client with creative ideas, choose partners who know what works.
One last tip: Direct mail is a form of advertising. Howard Luck Gossage said, “The real fact of the matter is that nobody reads ads. People read what interests them, and sometimes it’s an ad.” Developing expertise in direct mail means you know how to help a client target the right audi-
Pay close attention to the offer. Great offers motivate people to act
ence and construct a motivating message so
now. To measure the mailing’s success, include a response mecha-
their mailings get read – and you sell more.
nism. Common ones include: • Call now and mention this code • Email this special address and request information • Visit a personalized URL • Bring the coupon to the store and receive a discount • Reference a code when ordering online • Go to our website and request the whitepaper • Sign up for our e-newsletter
T
hre e w eek s a go, wh looking ile skim ming T for a m V c ha n indless feel- go nels , p ure od mov ly e n ie ter tain , I r an a on TNT ing, c ro s s a . “Grea ’70s cu se,” the lt class T r a s v m o ic lta as ash hit te e n a g a te e n starring e boys ag e r e ’ bring J o h n Olivia N b - ho me e l c ha - to - m o e w to n sing e m d r ea John, r ver y lessons m e m girl, pla inded m from a yed by e of s o truly re me imp mar k a b Danny o r t a nt le man Zucko, sales . t h e hu n k of fers a y c ha r nu m b e a c r t of life le er play s o me o e d by ssons fo f t he m Travolt r all of with yo a, u s . Bu t u, let ’s Re m e m before g o b ac b e r t ha I s h k a t s umm to R yd e re a re s u m er. Dan ll High. e of s u ny met m m e Sand y a n d re r me m Olsson t ur ne d ories, s , built aid go to s c h friends odbye o o l with . W ho t o s t h o c e m ould fo girl, e g r ea t he d o c rg et t h t storie k,” whic e wo r d s for h h s : d “We m is escribe his T-B ad e ou d s o me ird gan t und e of his s g. r ummer ac tivitie s for
P36 CANVAS August 2012
Seven Strategies That Make Digital Leaders
So, what lessons could you possibly learn from a teenage character in a movie that aired 20-plus years ago? Well, here they are:
Danny did summer right. With your
to enjoy the day, a seminar, a meeting, a
have a care in the world. He knew
summer nearly in full swing, do you plan
ball game, a vacation or an irreplaceable
school was coming, but he was too
to do it right? Is this going to be a summer
moment with my four greatest customers
busy loving life. The kid cherished the
you remember personally and profes-
– my wife, Leanne, and our kids. I spend
moment. He wasn’t worried about the
sionally, or will it just melt into obscurity?
so much time trying to make tomorrow
next email, voicemail or client meeting.
If you’re like me, summer is a busy
better that I often overlook the opportu-
He was, as my hippie friends say, “living
nities of today.
in the now, man.”
time of year. Between vacations, summer camps and needy customers, I often
Not Danny. Never known as the
While planning and looking ahead is
forget to cherish the memories I’m build-
smartest student at Rydell High, he
important in our professional careers,
ing. I get so wrapped up in “what’s next”
skipped around the beach, hand-in-
we can’t let our planning isolate us from
on my calendar, that I sometimes forget
hand with his beautiful gal, like he didn’t
today’s fun.
Danny learned a tough lesson when he
He learned that even the slightest half-
returned to school. He didn’t exactly
truth can be costly.
I have little doubt that the salesperson selling the ice isn’t telling the whole
tell the truth about his time with Sandy,
In business, don’t ever stretch the
story. Or perhaps he’s stretching the
did he? He told a few white lies about
truth, tell white lies to cover yourself or
truth a bit to get the deal. You may
his relationship with his dream girl.
blame others for your mistakes. If your
get the deal, but there’s nothing like a
What’s the big deal, right?
product or service isn’t doing something
regretful and ticked off Eskimo.
These “harmless” little stories were
the customer expects, don’t spin your
So, if you make a habit of stretch-
designed to make him look good and
words to make the solution fit. There is
ing the truth, spinning a tale or flat out
Sandy (his customer) look bad. But
an old saying about great salespeople
lying in your business, it will get back
Sandy found out. And he nearly lost
that goes, “That salesperson was so
to Sandy. And there’s nothing like an
her. Danny learned from his mistake.
good he could sell ice to the Eskimos.”
angry blond. I know; I married one.
Danny wanted to get Sandy (his best
And, in your professional world, your
put me to sleep. It just didn’t fit who I am.
customer) back. So the school’s coolest kid
customers want the real you. (If you’re
And it didn’t fit my audience.
went nerdy. He earned a letter (remember
a sales leader or manager, your team
Zucko running track?), changed his ward-
members want the real you, too.)
robe and threw away his cigarettes.
I
recently
learned
this.
So now I am taking Danny’s advice. If you want to get the “girl,” be 100
Some
percent you. You might not get the one
Believe me, I’m all for self-improve-
colleagues told me I needed to take the
you thought you wanted, but you’ll get
ment and doing everything necessary
“edge” out of my speaking and writing
the one who’s “perfect” for you.
to get to the top. But Danny realized
a bit. I needed to sound more (enter
that being something he wasn’t didn’t
clear throat) professional.
Enjoy the rest of your summer. I hope that when school rolls around, you’ll
work. Not only that, it was ineffective.
Well, guess what? The first Danny-
have a ton of “truthful” stories to share
Sandy wanted the “real” Danny Zucko,
Zucko-letter-sweater-wimpy-toned-
with Rizzo, Kenickie and the rest of your
not some wimpy, watered down version.
down-version presentation I gave almost
T-Bird gang.
To learn how Brian Sullivan’s PRECISE Selling can turn you and your sales team into Top Performers in 20 Days or Less, go to www.preciseselling.com.
P38 CANVAS August 2012
book recommendation
Evil Plans
Having fun on the Road to World Domination
A
»» By Hugh MacLeod
lthough concocting a plan to dominate the world sounds a bit sinister, Hugh MacLeod wants you to know that it’s completely innocent – yet required for success. In his latest book – “Evil Plans: Having Fun On The Road To World Domination” – the cartoonist/blogger offers a unique perspective on bringing together the work you do with what you love to do. MacLeod was a guy stuck in a dead-end job that was starting to make him crazy. He realized he had this crazy calling to dominate the world by drawing cartoons on the back of business cards – an art he has been devoted to every day. He committed his life to dong what he enjoyed. Soon he was making lots of money. In Evil Plans, MacLeod shows us how that success can be duplicated.
“ Everybody needs an Evil Plan. Everybody needs that crazy, out-there idea that allows them to actually start doing something they love, doing something that matters.” – Hugh MacLeod
Work can become a rat race, if you stop enjoying it. Evil Plans targets those who are entrepreneurial in nature, especially those wanting to escape the cubicle. With a combination of humor, insight and his witty cartoons, MacLeod provides a blueprint for your own personal world domination. He explains that an evil plan is something that inspires us to “make a good living doing what we love, doing something that matters, becoming the person we were born to be despite the odds.” This is the hunger waiting to be discovered in our inner being. One of the most compelling lessons for CANVAS readers is that you cannot fall into the trap of merely selling product or service. MacLeod writes that, “Whatever you’re selling isn’t merely a product or service, it’s also a product of a belief system – your own belief system.” Without a strong belief in what you are selling, your evil plan will stall. Scan To Read
While this book promotes life outside the rat race, it’s not meant to
This Article on
discourage you out of your current role. It is about unifying what you do
Your Mobile Device
with what you love. The book is a quick read, but it is fun and encouraging. We highly recommend you use it in the creation of your own evil plan.
P40 CANVAS August 2012
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