Canvas Magazine | Greatest Strengths | April 2015

EMPOWERING MARKETING SERVICE PROVIDERS

APRIL 2015

Why working ahead keeps you in front

How inkjet continues to change the game

APRIL

VOLUME 9 • ISSUE 4 • PRINT EDITION • APRIL 2015

16

How to find today’s best salespeople

CANVAS P1

Inside this issue| Publisher’s Note

BOILERPLATE

ALSO INSIDE

S S E L T I M I L

24 30 34 40 changse o t s e u t contoinday’s printer e j k in w Ho ame for t the g

CREATING THE CURVE Why working ahead keeps you in front

BOILERPLATE

04

Publisher’s Note: Stretch

STAT PACK

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CANVAS APRIL 2015

PUT A LITTLE LOVE INTO IT

6 Dale Carnegie principles that still matter today

CORNER OFFICE

08

Customer satisfaction myths

Q&A: MATT VODA Connecting with today’s consumers

BEHIND THE CURTAIN

12 14

Noteworthy news from the industry Mergers & Acquisitions

10

Creating a positive work culture

MSP SPOTLIGHTS

11

Book Rec: Work Simply

15

Mohawk Skytone Swatchbook

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Inside this issue| Publisher’s Note

BOILERPLATE

CONTRIBUTORS Linda Bishop, President, Thought Transformation @Linda_Bishop Liz Jazwiec, Consultant & Author @LizJaz

STRETCH I recently came across the video of creasing the power of his mind. And a 14 year old high school student who while his character eventually dies, the has created a way to detect pancreat- story was about maximizing potential ic and ovarian cancer. These ailments and becoming more to ourselves and usually are detected so late that the fa- the people we serve. tality rate is exceptionally high. This kid While these are high ideals to live up has stretched his mind and his effort to to, I’d like to think our team is trying a point where he’s saving lives. to realize a better version of itself on Did I mention that he is 14? a daily basis. I’m hopeful that we can Admit it: It makes you feel a bit guilty move mountains and inspire the same for spending so much time watching type of effort for our readers. We may YouTube videos of dogs talking about not be curing cancer, but I believe our bacon. Don’t get me industry collectively saves We may not be wrong, we all need a lives by employing people little laugh here and and inspiring the dreams curing cancer, but there, but I think it’s safe that are the spice of life I believe our industry and business. to say that most of us are not curing cancer.

In our current issue, we collectively saves lives The lesson is pretty offer ideas that may inby employing people spire you to find a better obvious. If a teenager can educate himself version of yourself. Our and inspiring the to this degree and be cover story, “Greatest singularly motivated to dreams that are the spice Strengths,” examines the help others, I’d like to challenges and opportuof life and business. think we could all disnities the printing service cover a better version of ourselves. But industry has in the sales game. In our it demands a different type of commit- second feature, “Creating the Curve,” ment and mindset. we discover why it’s so important to One of my favorite movies is “Phe- stay ahead of trends. Both articles are nomenon,” starring John Travolta. In fabulous, and I hope you enjoy. the film, Travolta’s character had a tumor that had an inverse effect of in- Respectfully,

Bill Sims, Jr., President, The Bill Sims Co. Inc. @billsimsco John McCurry, Writer @jwmccury Matt Voda, CMO, OptiMine @OptiMineInc

GET IN TOUCH WITH US @THECANVASMAG

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THE CANVAS TEAM MANAGING EDITOR michael j. pallerino CREATIVE DIRECTOR brandon clark SALES/MARKETING mark potter

EDITORIAL BOARD lisa arsenault McArdle Solutions gina danner NextPage tom moe Daily Printing dean petrulakis Rider Dickerson david bennett Bennett Graphics

PUBLISHED BY Mark Potter, Publisher @MarkRicePotter

Watch the video that’s helping fight cancer

CANVAS, Volume 9, Issue 4. copyright 2015 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.

CANVAS magazine is dedicated to environmentally and socially responsible operations. We are proud to print this magazine on Opus® Dull Cover 80lb/216gsm and Opus Dull Text 80lb/118gsm, an industry-leading, environmentally responsible paper.

Opus contains 10% post consumer waste and SFI and FSC chain of custody certification.

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CANVAS APRIL 2015

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STAT PACK

SOCIAL IS AS SOCIAL DOES

Fact: Customer engagement is critical. Fact: Social engagement can help. Fact: Not everybody is doing it right. According to SiriusDecisions’ “Social Media Intelligence” report, while 95 percent of B2B marketers have created corporate social media accounts, only 50 percent are active on a regular basis, and only 10 percent feel they are able to “articulate the business value of social execution.” The report also shows that 30 percent are seeking an alternative to their current tool, 15 percent feel confident they are using the tool optimally and 13 percent say they are using a tool for measurement.

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CANVAS APRIL 2015

ATTENTION GRABBERS! The best (and worst) words to use in email subject lines

Curses. Another email with a poor open rate. So, what are you doing wrong? To give you some perspective, Alchemy Worx used the Touchstone platform to analyze data from 21 billion marketing emails from 2,500 brands (you read that right). The research included an examination of thousands of subject lines, word by word, to determine their influence on open rates. Here are the most (and least) effective words you can use (with their open rates).

BEST

WORST

Upgrade 65.7%

Miss -4.6%

If we are going to interrupt you with something that we think is important to

Just 64.7%

Deals -4.4%

Content 59.5%

Groovy -4.3%

you, we have to find a way to tell you about it so that it resonates with you. There has to be a benefit to you. There has

Go 55.8%

Conditions -4.4%

Wonderful 55.1%

Friday -4%

MILLENNIAL FREE ACCESS

What’s the key to a Millennial’s heart? Try social media. Thanks to the Facebooks and Instagrams of the world, 62 percent of Millennials say they are more likely to stay loyal to a brand that engages with them, according to the “Millennial Consumer Trend 2015 Study” by Millennial Branding and Elite Daily. In addition, nearly half of respondents say the quality of a product or service, not the price, is the main factor in repeat buying, the study found.

to be substance.”

- Lorraine Twohill, Google’s senior VP of global marketing, on why it’s important for your brand’s storytelling to break through today’s content clutter.

70 The percent of the marketers who plan

to increase their dollars for organic social

or content marketing, according to Salesforce’s “State of Marketing” report. The findings also show that 84 percent plan to increase or maintain spending this year.

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Perspective | Leadership | Insights

CORNER OFFICE

BY LIZ JAZWIEC

Five myths that undermine customer satisfaction

I

t’s more important than ever to provide excellent service. Competition is

times; it’s not that they’re perfect; and they

fierce, and in this economy, you can’t afford to lose customers. And because

definitely haven’t eradicated annoyances.

money is so tight, you can’t spoil every customer. Relax. Often, changing

They’ve simply learned to manage people’s

just a few little things can have a huge impact on customer perception.

expectations.

You’re probably doing a lot of things right already – you just need to highlight them to your customers. In other words, focus on your customers’ perception.

Here are six common myths that might be keeping your organization from receiving the stellar customer satisfaction scores it deserves:

Myth No. 1 – Only ‘crabby’ customers fill out surveys.

Myth No. 4 – You should never call attention to inconvenience.

When something is broken, inconvenient or unpleasant, the naturally inclination is to

You may think surveys are ineffective because customers only fill them out when

resist calling your customers’ attention to it.

they have a bone to pick, right? Wrong. Look at your data, and you’ll prob-

But let’s face it: Your customers are going to

ably find that the majority of respondents were satisfied. Usually, less than 10

notice. If you ignore the bad stuff, they may

percent rank organizations poorly. But don’t focus your attention on that bottom

even think you don’t care about their experi-

5 or 10 percent who rated your organization poorly. This 10 percent, which I

ence. But when you’re open about the incon-

call “crabby” customers, may have some legitimate concerns, but they’re deter-

venience and tell them you’re working on it,

mined to be dissatisfied. You’re better off increasing the satisfaction of custom-

people become more understanding. Their

ers who rated your organization “fair” and “good.”

perception of how much your organization

Myth No. 2 – The data supports your current strategy, so don’t change.

cares goes up.

Let’s take the story about a hospital that was struggling to improve its ratings on

Myth No. 5 – Service happens only once in a blue moon.

how often it was quiet at night?” After numerous decibel readings supported

It’s not that you believe wowing your custom-

relatively low noise levels at night, the hospital decided not to make any changes.

ers is impossible, you just assume it will take

It was doing everything “right.” I advised them to lower its lights earlier in the

an exceptional, out-of-the-ordinary effort on

evening – around 8 p.m. – instead of toward midnight. Three months later, the

your part to elicit that kind of response. So,

perception was that the unit was quieter. Did it make scientific sense? No. Did

most days, you aim for “adequate” instead of

it work? Yes. Data can sometimes lead you astray. The focus on being right can

“amazing.” But service isn’t thrilling or sensa-

keep you from considering what your customers really need.

tional – it’s personal. And personal doesn’t

Organizations that excel in customer satisfaction have learned how to set expectations they know they can exceed.

Myth No. 3 – Telling people how long things will take is a bad idea.

have to be made of big, showy stuff. It’s easy to incorporate into everyday processes.

Before you buy into a common assumption about what it takes to achieve customer satisfaction, take a few moments to consider how you’d feel if you were in your customers’ shoes. In most cases, you’ll probably find that improving perceptions won’t require you to move heaven and earth, though it might require some outside-the-box thinking and

Customers don’t always receive instant

a willingness to engage with your customers

gratification. And when it comes to

on a personal level.

service, sometimes your customers have to wait. The fear is giving them that “estimated wait time.” Organizations that excel in customer satisfaction have learned how to set expectations they know they can exceed. It’s not that they have reduced wait

Liz Jazwiec is a nationally renowned speaker, strategist and consultant. She also is the author of several books, including “Service Excellence Is as Easy as PIE.”

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CANVAS APRIL 2015

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CORNER OFFICE

Perspective | Leadership | Insights BILL SIMS, JR.

How to create a positive work culture

C

reating a positive workplace culture is important to cultivat-

Rosabeth Moss-Kanter, a professor at

ing a productive and profitable company. The quality of work

the Harvard Business School and author

you produce depends on the quality of your workplace culture.

of numerous books on business manage-

When the work environment is positive, your employees

ment techniques, said, “Compensation is a

become more engaged and committed. By definition, workplace culture

right. Recognition is a gift.” In other words,

is a pattern of behaviors supported by a management system over time.

paychecks get people to show up. But to get

Harnessing the power of positive reinforcement is the quickest and most

more from them than average performance

efficient way to a better workplace culture.

requires additional coaching and feedback.

The first step is to recognize that your current culture is not where you want

Leaders who think they don’t need to tell

it to be. It can be difficult to define your culture, because it is made up of many

their employees they’re doing a good job

small behaviors. But it starts at the top. Employees will mirror the way its lead-

are not fully engaging them. That doesn’t

ers act and behave. So, if you want to change your employees’ behavior, start

cost you any more money. Believe it or not,

by changing your behavior.

saying thank you is much more powerful

You can start by listening to your employees and understanding what moti-

than a paycheck.

vates them. Get to know them. Ask them their opinions. Share yours. The

Give your employees immediate, sincere

most powerful things leaders can do are communicate, be transparent and tell

feedback when they demonstrate desired

people where the ship is headed. Ask questions like, “What are we doing that

behaviors. That way, they’ll be more likely

we could be doing better? What’s broken, and how can we fix it?” Listen to

to repeat those behaviors. That’s the power

what they say. And then empower your employees to fix the problems.

of positive reinforcement. If you don’t, you

Research shows that more than money; employees want to feel like they’re making a difference. And they want to get recognized for making that difference.

Creating a positive work culture starts at the top. If you want a positive team, be a positive leader.

Your employees want the ability to do and change things. So often, their

won’t get those extra behaviors.

What I’ve learned from helping companies like Dupont, Coca-Cola and Ford over the years is that without positive reinforcement, you’ll get less performance from your team than you should and your workplace culture will suffer. It’s only a matter of time before another company does it better and takes your good employees with them.

ideas are not listened to or acted upon. It is your responsibility to provide the

In my workshops, I frequently ask, “Is

money, the time and the resources to complete tasks and make improvements,

culture change fast or slow?” Most people

and then to celebrate and recognize your team for their contributions.

think it’s slow, but in reality, you can change

Now, this goes against many traditional management styles – the command-

culture in a day if you know how. It’s as simple

in-control, my-way-or-the-highway mindsets of old. The majority of leaders do

as changing the behavior of your leadership

what I call, “Leave Alone/Zap” management. Simply put, it means we leave

team. By inverting the leadership structure

employees alone and say nothing when they do something right, but are quick

and delegating responsibility, culture can

(“zap”) to punish them when they make a mistake.

shift dramatically. The best ones are those

This kind of aggressive management style might get the job done temporar-

who can harness the power of positive rein-

ily, but it doesn’t create an environment where employees will take initiative

forcement to create high-performing teams

to do things when their supervisor isn’t watching. And it will not produce the

who do the right thing even when leaders

highest-performing culture possible.

aren’t watching.

Bill Sims, Jr., is president of The Bill Sims Co. Inc. For nearly 30 years, he has created behavior-based recognition programs that have helped large and small firms to deliver positive reinforcement to inspire better performance from employees and increase bottom line profits. Sims has delivered leadership workshops and keynote speeches around the world, building more than 1,000 positive reinforcement systems at firms including DuPont, Siemens VDO, Coca-Cola and Disney.

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Perspective | Leadership | Insights

BOOK REC

CORNER OFFICE

ALL ABOARD

Study shows employee advocacy lacking

Work Simply: Embracing the power of your personal productivity style

By Carson Tate Your New Resolutions are in, and topping the list is how to make work simple by using the tools and tactics that are right for you. No matter what you do, you just can’t get enough done. No matter what timemanagement techniques you try, things seem more complicated, right?

There is a better way. In Work Simply, renowned productivity expert Carson Tate offers a step-by-step guide to making your work simple again by using the style that works best for you.

If marketers deem employee advocacy such an important strategy, why isn’t everybody on the same page? According to research by the Altimeter Group, that’s a good question. The numbers show that only 41 percent of companies have a holistic and strategic approach to employee engagement and advocacy, with the biggest problem standing as a lack of coordination between marketing and human-resources departments. As far as effort, marketing is more involved (47 percent) than HR (39 percent) in enacting employee engagement efforts. Interestingly, only 51 percent say their employees clearly understand and support the organization’s mission, while 45 percent have a clear understanding of what they should and should not do on social channels for companyrelated topics, the research found.

You still got mail Survey says email still makes best connection

If you're looking to connect with your customers, send them an email. According to research by Message Systems, consumers still prefer to receive marketing messages, special offers and coupons from brands via email more than any other communication channel. Here's a look at what is working:

Her secret: Most of us should fit into one of four distinct productivity styles: Arrangers (those who think about their projects in terms of the people involved); Prioritizers (those who are the definition of “goaloriented”); Visualizers (those who possess a unique ability to comprehend the big picture); and Planners (those who live for the details).

Work Simply will not only help you find out who you are, but how to pull it together. We recommend you put this on your must-read list for 2015.

CANVAS P11

BEHIND THE CURTAIN

Around the industry & Personnel Moves | Mergers & Acquisitions

Around the industry

Personnel Moves Canon Solutions America, a wholly owned subsidiary of Canon U.S.A., has promoted Robert Reddy to senior VP of Large Format Solutions Operations. Reddy will oversee all strategic decision making and business programs for the division, reporting directly to Mal Baboyian, executive VP, Large Format Solu-

Thomas Reprographics, Dallas/Fort Worth, has rebranded

tions and Production Print Solutions, Canon Solutions America.

full-service print company’s complete range of offerings. Orig-

Canon U.S.A. has made several senior executive appointments

inally founded as Thomas Blueprint in 1956 by B.J. Thomas,

and promotions, including Eliott Peck, who was named chairman

grandfather of current CEO Bryan Thomas, the company

and CEO of Canon Information Technology Services, a wholly

initially was established to serve the architectural, engineer-

owned subsidiary of Canon U.S.A. Other moves include Joseph

ing and construction industries. Since then, it has transformed

Warren, promoted to executive VP and GM of corporate human

into a national print services company that serves multiple

resources; Mason Olds, promoted to senior VP of the Business

industries, including national brands and franchise groups.

Imaging solutions Group and appointed to the Americas Board

Thomas Printworks operates 25 locations in Arizona, Florida,

of Groups Management; Hiroyuki Imamura, promoted to VP

Minnesota and Texas.

and GM of Business Imaging Solutions Group; Ellen Pitchford,

itself as Thomas Printworks, which best communicates the

promoted to VP and GM of Imaging Technologies and Communications Group; and Kenji Kobayashi, promoted to senior VP and GM, Latin America Group. He also has been appointed to the Americas Board of Groups Management, Canon U.S.A.

Canon Solutions America (CSA), a wholly owned subsidiary of Canon U.S.A., has announced the formation of a community of Canon Solutions America Production Print customers. Called thINK, the user group is a natural outgrowth of the advisory groups CSA has sponsored over the past few years.

The group will hold its first conference Sept. 8-10, 2015 in

The Electronic Document Scholarship Foundation (EDSF)

New York at Canon Expo. The 2015 thINK Conference will

has named Roger P. Gimbel, president of business develop-

include three tracks for technical, business leadership, and

ment company Gimbel & Associates, as a director. EDSF is the

sales and marketing. Industry experts and customer panels

international non-profit organization dedicated to developing

will provide insights on topics ranging from market trends,

and providing programs to attract and support students world-

to practical application of technology and solutions. Canon

wide with their education plans.

Solutions America executives also will be there to talk with customers and gain feedback they will use to drive new

The Print and Graphics Scholarship Foundation (PGSF)

product development and solutions that solve market and

has named John Berthelsen as its VP of development. He

customer challenges.

has served as a director on the board for 11 years and was chair twice.

Former NAPL senior VP Mark Hahn has formed Graphic Arts Advisors, a Mountain Lakes, N.J.-based boutique strategic financial advisory and consulting firm focused exclusively on the printing, packaging and related industries. The firm will provide financial advisory services to clients with both M&A and capital transactional needs of up to $100 million and consulting services related to valuations, corporate restructuring and turnarounds, and strategic shareholder advisory services.

P12 CANVAS APRIL 2015

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BEHIND THE CURTAIN

Around the industry & Personnel Moves | Mergers & Acquisitions

Mergers & Acquisitions Quad/Graphics Inc. has acquired Marin’s International, a worldwide leader in the point-of-sale display industry. Based in Paris, Marin’s is the exclusive licensee of an international patent portfolio covering a variety of display systems. The acquisition will give Quad/Graphics additional ways to promote its products or services as part of a global brand campaign. Marin’s will continue developing new products and services that enhance its value in the marketplace and to its global licensee network.

Marin’s will continue to conduct business under its existing name and brand mark, and operate autonomously under the direction of Marin’s veteran Jean-Michel Gaffé, who now serves as GM and president. In addition, Marin’s will continue to use its own European-based sales force as well as a global network of more than 30 licensees to consultatively sell its patented product portfolio. Quad/Graphics has been a major manufacturer of Marin’s displays for European markets for the past 10 years.

The Allied Group, a leading provider of printing, kitting, mailing and fulfillment services based in Cranston, R.I., has acquired DES Printing, a full-service, commercial printer located in Providence, R.I. Effective immediately, DES Printing will be operat-

WHAT’S GOING ON? LET US KNOW!

ing as a division of The Allied Group. DES Printing is The Allied Group’s seventh acquisition since 2000.

ProGraphics Communications has purchased the assets of

Digital Graphic Solutions (DGS) and hired all of its employees.

DGS is a full-service, large format digital printer specializing in banners, signage, POP displays, vehicle wraps and a large variety of finishing services.

R. R. Donnelley & Sons Co. has acquired Courier Corp., a leader in digital printing, publishing and content management specializing in educational, religious and trade books.

The agreement has been approved by each company’s board of directors. The completion of the transaction is subject to customary closing conditions, including regulatory approval and approval of Courier’s shareholders.

KM Media Group, which has locations in Clifton, N.J., and

New York, has acquired One Source Solutions, Newark, N.J. One Source will relocate its employees and equipment to KM Media’s 50,000-square-foot Clifton location, where it will continue to serve its customers with an expanded slate of printing and design solutions.

P14 CANVAS APRIL 2015

GET YOUR NEWS HERE.

People news. New products. Trends 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 rest.

Send your information to michael@thecanvasmag.com.

Download the MSP Resource Guide app Products and resources just a tap away

A fresher look

Mohawk’s new Skytone Swatchbook designed to make the paper specifying process clearer

MSP PRODUCT SPOTLIGHTS

EDUCATIONAL MATERIALS

The line hasn’t changed – Mohawk’s Skytone Swatch-

old-world, authoritative, official appearance. Skytone’s

book just has been redesigned to give paper specifiers

vellum surface and distinctive formation vary naturally

a fresh look at the grade. The Skytone swatchbook is

throughout each run making every sheet unique.

the second in a series of nine, newly redesigned swatch-

Mohawk Skytone is FSC certified, made with 30 percent

books developed to make the paper specification process

post-consumer waste fiber and manufactured with wind-

clearer and easier.

power. There even is an extensive line of matching stocked

Designed by Hybrid of San Francisco, the swatch-

envelopes available in a variety of styles and sizes.

book showcases a collection of 12 pastel shades that

“The swatchbook series was designed for beauty and

evoke the look and feel of genuine parchment paper.

utility, to help designers discover the impact of paper,

The papers are ideal for end uses such as certificates,

color and texture,” says Mohawk’s Chris Harrold, VP of

diplomas, invitations, awards, announcements and

business development and creative director.

photo frames – as well as any project that calls for an

Measuring 9 x 6 inches, the new swatchbooks are significantly larger than Mohawk’s previous collection.

Each book features consistent branding, including similarly designed covers and colorful, eye-catching spines displaying the Mohawk logo, swatchbook name and a paper grade descriptor in vertical type. The swatchbook ends with a Details section which contains physical properties and important paper attributes that were previously only available separately in the Mohawk Code Book.

>> For more information, visit www.mohawkconnects.com/swatchbooks.

CANVAS P15

SALES

P16 CANVAS APRIL 2015

Cover Story

GREATEST STRENGTHS How to find today’s best salespeople

By Lorrie Bryan

n the 1900s, the traveling salesman was a mainstay of American culture and a stock character in countless bawdy jokes.

Successful traveling salesmen in this era were described as friendly, assertive, persistent and transaction oriented – they weren’t really looking for a long-term relationship.

CANVAS P17

Greatest strengths

What does it take to be a successful salesperson these days?

When you’re hiring, what do you look for? Enthusiasm, hard work and persistence? Confidence, ambition and personality?

Somebody like you? Businesses seeking a quick sales boost frequently look for someone who brings a big book of business.

But that strategy doesn’t appear to be panning out for a lot of companies these days.

“In the past, we have hired people from within our respective industries, from competitors, etc., believing they would bring a book of business with them that would get them off to a fast start,” says Bill Blair, division manager of Athens Paper, one of the largest privately owned paper distributors in the Southeast. “I’m not sure that works anymore, because the amount of a salesperson’s book of business that can be moved changed dramatically with the recession. Customers have been very cautious about making changes in an uncertain economy.”

Evolving industry and emerging roles This change is indicative of a major shift throughout the rapidly evolving print and paper industry. Consolidation has forced company leaders to attempt to reinvent their businesses in order to remain viable, and that dynamic is affecting every

“In the past we have hired people from within our respective industries, from competitors, etc., believing they would bring a book of business with them that would get them off to a fast start. I’m not sure that works anymore.”

– Bill Blair, Division Manager, Athens Paper

element of the operation, particularly the sales team. The traveling salesman, product-focused, transaction-oriented approach no longer works. The buying process has changed, so the selling process has had to change accordingly.

“One of the greatest challenges business leaders face – especially within industries attempting to reinvent themselves – is how to modify the way they engage their current and future clients,” says Jerry Scher, business builder, author, mentor and principal at Peak Focus. “If you are struggling with defining new markets, new products and services, you will undoubtedly be faced with creating a talented and effective sales team – a sales team that will definitely look different than your current sales team.”

Traditionally, the sales representative’s job was to present and promote his products and services, and that required a high degree of printing process knowledge. As the printing industry tries to move away from being a commodity to becoming a valued strategic resource, the desired attributes of a salesperson are changing.

Scher says that today’s salespeople must become more client-focused, meeting with multiple levels within a client’s business and attempting to engage them to learn about their current state of affairs and the inhibiting challenges they face to achieve their desired expectations.

“This approach requires the ability to study their industry’s challenges and business metrics, and the comfort to ask thoughtful questions, listen very carefully and challenge the status quo,” says Scher, who has been in the graphic communication business for more than 35 years. “This can certainly reposition an accomplished sales professional as a strategic partner to their clients.”

The new sales pro Friendliness, assertiveness, persistence, a big book of business and knowledge of the print process are no longer the key elements that will ensure success for your sales team and business. To succeed today, Scher says a sales professional should

P18 CANVAS APRIL 2015

100

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Greatest strengths

have a solid understanding of business, be a competent negotiator, enjoy working as part of a team, be a life-long learner and possess formidable interpersonal skills.

“The ability of salespeople trained as ‘transactional persuaders’ to confer with C-level decision makers and business/marketing executives is seriously being tested,” Scher says. “Clearly, many salespeople are well outside their comfort zones. Some simply can’t make the stretch.”

Based upon conversations with hundreds of company executives over the last year, Scher has learned that this is an enormous concern and obstacle to growth. In fact, his research indicates that 60 percent to 80 percent of printing salespeople are neither interested nor suitable to make the required transition.

Blair, a longtime print industry executive, says finding sales talent has become a priority for Athens Paper. “I spend quite a bit of time networking to find top sales talent, and not just within the print or print related industries. When I find a candidate, in addition to a traditional interview process, we use the Harrison Assessment – an easy, affordable, objective evaluation tool – to help us with our decision. It provides an initial assessment of whether a candidate can and will do the job, and indicates areas for future training and development.”

“One of the greatest challenges business leaders face – especially within industries attempting to reinvent themselves – is how to modify the way they engage their current and future clients.”

– Jerry Scher, Principal, Peak Focus

While selling styles may be vastly different, successful sales professionals all have several characteristics in common that Blair seeks in his team members. “They are highly competitive with an intense desire to win; they learn their customer’s business and are laser focused on helping their customers win and grow; they are goal driven; they are obsessed with follow-up and follow-through; they never stop trying to improve themselves and their performance personally and professionally; they are highly resilient and can manage the high-highs and low-lows of sales. As the old saying goes, they hear ‘no’ and believe it’s the first buying sign.”

-STEP GUIDE

TO A SALES TEAM OVERHAUL

Do you need to invest in transitioning your sales team (or at least some of them) to a consultative, rather than transactional selling approach? Jerry Scher, a business builder at Peak Focus, suggests you start by considering these questions:

1

How complex is your typical order?

3 5

Scher believes that recruiting should be an ongoing process that is an extension of your marketing and branding, rather than a singular event.

P20 CANVAS APRIL 2015

4

Do they focus on account management or business development?

Who else in your organization is involved in the overall sales and account management process?

7

2

Who is really making the buying decisions? Has that recently changed?

Who do your sales representatives call on and what are the relationships?

Identifying top talent The best time to look for top talent is before you need them.

What do your clients look for in a sales representative?

6

What type of marketing connects most effectively with your clients and prospects?

Greatest strengths

“You should continually be on the lookout for top sales

generate a multitude of reports that can reduce recruiting and

talent – particularly people who have knowledge of an industry

attrition cost, and aid strategic workforce planning and succes-

you’d like to target – and when you find a good candidate, you

sion planning by accurately identifying high potential employ-

should use the Harrison Assessment to determine both eligibil-

ees for development. It has a built-in lie prevention system that

ity – background, education, training, skills and experience –

detects any attempt to manipulate the results.

and suitability, which includes an assessment of key behavioral

“Transforming your business’ model, structure and focus is

traits and work preferences,” Scher says. “It’s proven to be a

incredibly challenging, but you will undoubtedly have to trans-

valuable evaluation tool.”

form the structure and focus of the approaches you integrate

The job-specific, online assessment, which has been used

to expand your revenue and profitability – and that includes

worldwide for more than 24 years, takes less than 30 minutes

the role of the new generation sales professional,” Scher says.

to complete and measures 175 factors including: task prefer-

“This requires careful planning, evaluation of your existing sales

ences, motivations, work environment preferences, interests

professionals and a strategic approach to identifying, recruit-

and interpersonal preferences. The data collected is used to

ing and training new talent for your organization.”

“As the printing industry tries to move away from being a commodity to becoming a valued strategic resource, the desired attributes of a salesperson are changing.”

P22 CANVAS FEBRUARY 2015

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CANVAS P23

TECHNOLOGY

S S E L T I LIM e g n a h c o t s e u n s i r t e n t o n c i r t e p j s ’ k y n i a d w o o t H r o f e m a the g

By John McCurry

he phrase “game-changer” has more than reached cliché status. But, according to the book, “It’s Been Said Before: A Guide to the Use and Abuse of Clichés,” it is one of the nine acceptable clichés when used properly.

The 2014 book cites that the term, which originated in sports, most often is used in business journalism. Another author, Orin Hargraves, said, “It is helpful when context makes clear exactly what figurative game is being affected.”

P24 CANVAS APRIL 2015

Feature Story

“As the creatives get to understand how digital printing works, what the pros and cons are, and how to adopt it to their offerings, there will only be an upside to it.”

– Justin Ahrens, Founder & Principal, Rule29

CANVAS P25

Limitless

Meanwhile...

Many marketing service providers and printers will argue that the phrase is used properly when referring to the technology behind digital inkjet printing. For example, Dave Johannes says inkjet printing already is a full-fledged disruptive technology, as it continues to create new opportunities, including postal optimization of multiple versions, improved target marketing using variable dynamic content, and production efficiency.

“It is changing, especially in the marketing areas, the value proposition for the way response rates are generated,” says Johannes, senior VP of operations for IWCO Direct, a Chanhassen, Minnesota-based direct mail marketing services firm. “Inkjet printing also offers the ability to take a more personalized and interactive approach. It seems to have had a significant lift on the response rates that our customers are seeing.”

IWCO Direct has been a pioneer in the adoption of digital inkjet technology. It was the first company in the United States to install the Océ ColorStream 3000 Twin Series inkjet press. The company’s current equipment array includes six Océ ColorStream 3900s and signed agreements for one Océ ImageStream 3500 and one Océ VarioPrint i300 cut-sheet color inkjet printer. Another Océ ColorStream is scheduled for delivery during the first quarter of this year.

“The opportunities inkjet technology creates for marketers to take their message to their desired audience are greater than any combination of conventional print and variable messaging,” Johannes says. “We have only scratched the surface of how the combinations of technology and data can be leveraged to enhance marketing communications.”

But is the larger marketing service provider sector ready and willing to embrace this industry-altering technology in a large way?

While Johannes says yes, he advises that ongoing education is an important part of the equation. The market has entered a learning curve with customers and service providers at different points all along the curve.

“Everyone is excited about the opportunities,” Johannes says.

“The rate of digital and inkjet adoption continues to accelerate year over year. However, if you aren’t able to leverage your data to take advantage of variable or dynamic content, and if there isn’t a postal optimization opportunity available, jumping into digital print might not be the right move. On the other hand, if you’re ready to leverage your data; the opportunity to enhance the ROI of your direct mail marketing campaigns and the lifetime value of your customers

“The opportunities it creates for marketers to take their message to their desired audience are greater than any combination of conventional print and variable messaging.”

– Dave Johannes, Senior VP of Operations, IWCO Direct

is incredible.”

Johannes says inkjet printing has allowed IWCO Direct to have more control over design. It also helped the company improve its margins.

The key going forward for the industry in general will be the education aspect. “There is a lot of new equipment hitting the market, and there is definitely a need for education on how it works and what it does, because it will definitely change the face of printing.”

Unleashing the power Justin Ahrens is another proponent of inkjet technology. Ahrens, founder and principal of Rule29, a Geneva, Ill.-based strategic design firm, says the technology allows his company to demonstrate the full power of print to its clients. “It give us, from an agency standpoint, an opportunity to do things that are really creative and interesting and bring print back into the mix.”

The opportunities that digital inkjet technology offers are nearly limitless. “As the creatives get to understand how digital printing works, what the pros and cons are, and how to adopt it to their offerings, there will only be an upside to it.”

P26 CANVAS APRIL 2015

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Limitless

Ahrens says the largest offset printer used by his company has added digital printing as an offering. It has been a great way for Rule29 to be more effective, while also providing additional revenue streams. Ahrens believes that companies not considering inkjet as an option are missing a great business opportunity.

For example, customization is a major benefit of digital printing, and that’s especially true when the job involves a conference or other event. “If you want to do a personalized project and run variable data on it, it’s a really great addition to what we can provide our clients,” Ahrens says. “The data shows there is more interaction. For us, it’s an opportunity to change the value model. Our product is no longer as commoditized as it once was. We do a lot of work with our customers to create their mail pieces to leverage their technology. We can run the work more efficiently.”

Groundbreaking times ahead Michael Poulin, director of Product Marketing at Canon Solutions America, believes Canon Solutions America’s color inkjet innovation is on the verge of groundbreaking innovation in 2015. His testimony is backed by the introduction of Canon’s Océ VarioPrint i300, formerly known as Project Niagara, the first high-speed, sheetfed inkjet press in the company’s portfolio of production print solutions.

“This year will be very exciting for us,” Poulin says. “We are rolling out the first new digital press platform to our customers. It’s a groundbreaking technology and is generating a huge amount of enthusiasm and excitement in the market. The entire Canon Solutions America team is committed to the successful launch of this product.”

Poulin believes the Océ VarioPrint i300 goes beyond being a game changer and actually creates a new game altogether.

It fills a middle niche between the very slow and the very fast.

“The Océ VarioPrint i300 is a very disruptive technology. It is uniquely positioned between the low-volume toner based cut sheet devices and the high-volume continuous feed inkjet technology. This product brings both those worlds together into a high productivity cut sheet inkjet press with the flexibility to reach any market segment.”

Development began in 2012, with trials under way in Europe.

With the first U.S. customer set for trial this spring, Poulin says Canon Solutions America will roll out one to two machines per month and anticipates general availability by midyear.

“We specifically picked a broad range of customers for this initial test period,” Poulin says. “We picked customers focused on commercial print, transactional and statements, and direct mail and marketing services to quickly understand how it will perform with those applications.”

Acknowledging that an education component is essential to go along with its innovation, Canon Solutions America plans to host a new inkjet user community – the “thINK Customer Conference” – in New York, September 8-10, 2015. thINK is an independent group of Canon Solutions America production print customers, partners, and print industry experts. It will be held in conjunction with Canon Expo 2015. Canon Solutions America expects more than 250 attendees for the inaugural event, which will offer classes, networking and demonstrations. The event will move around the United States in subsequent years.

P28 CANVAS APRIL 2015

“The Océ VarioPrint i300 is a very disruptive technology.

It is uniquely positioned between the low-volume toner based cut sheet devices and the high-volume continuous feed inkjet technology. This product brings both those worlds together into a high productivity cut sheet Inkjet press with the flFlexibility to reach any market segment.”

– Michael Poulin, Director of Product Marketing, Canon Solutions America

Meet the new ‘inkjet’ boss Canon Solutions America adds the Océ VarioPrint i300 to its printing arsenal

With its breakthrough high-speed inkjet, the Océ VarioPrint i300, formerly known as Project Niagara, Canon U.S.A. is rolling out the first high-speed, sheetfed inkjet press in it's portfolio of production print solutions.

Based on proven inkjet technology, the Océ VarioPrint i300 fills the speed and capacity gap that exists between conventional highend toner-based, sheetfed, and entry-level continuous-feed inkjet presses. This will help Canon Solutions America provide print service providers with the right print solutions for their needs and help address new market opportunities and applications while transforming business models.

Featuring a patented four-color ink system, the Océ VarioPrint i300 prints on a wide range of media, including uncoated, coated and inkjet treated paper. It leverages proven technologies from Canon, a worldwide leader in production inkjet solutions, including Océ ColorStream inkjet printhead technology and proven Océ VarioPrint media handling. The VarioPrint i300 offers integrated end-to-end digital workflows with its Océ PRISMAsync digital front end and Océ PRISMA software platform. In addition, print service providers will have access to finishing capabilities compatible with the Océ VarioPrint 6000 series.

Printing up to 300 A4 images-per-minute, the Océ VarioPrint i300 can produce monthly volumes of up to 10 million letter or A4 images.

Sheetfed flexibility and price point make the press accessible to a much broader audience in the transaction, direct mail, book and manual markets. By utilizing up to B3 sheet size, the press is better optimized to leverage existing finishing solutions for true end-to-end, automated workflows.

General U.S. availability of the Océ VarioPrint i300 is slated for summer 2015.

CANVAS P29

PERSPECTIVE

P30 CANVAS APRIL 2015

Feature Story

Why working ahead keeps you in front

By Michael J. Pallerino

CANVAS P31

Creating the curve Steve Silk knows what it’s like to keep your brand two steps ahead of everybody else. These days, the former winner of Adweek’s “Marketer of the Year” award is doing it through the renaissance of Smith Brothers – yes, the cough drop folks. As

“Being able to set and determine the

CEO, he is bringing the bearded brothers back to life in way that makes them relevant again in a 21st century defined by technologically driven innovation. That’s saying something for a brand that’s more than 170 years old.

Silk has been down this road before. As president of the $1.5 billion portfolio of ConAgra Refrigerated Foods and Hebrew Na-

innovation agenda

tional Hot Dogs, he doubled Hebrew’s brand sales twice in seven

for a category sets

manufacturer Chef Solutions, where he eventually created three

the standard for

years, making it one of the fastest growing hot dog brands on the market. Prior to joining Smith Brothers, Silk was CEO of food operating units that were sold to three different strategic buyers.

At Smith Brothers, Silk’s moxie for marketing was put to the ultimate test. He had to transform a dormant cough-and-cold products brand by infusing new streams of innovation and per-

‘what’s next’ is how

sonality. He had to take the company that Andrew and William

category leaders

importance of health and wellness.

establish competitive superiority with

Smith inherited from their father and make it relevant to a whole new generation – one that is constantly bombarded with the By moving the Smith Brothers name from icon to market leader, Silk again transformed the brand into a consumer staple and jettisoned the name to front of the pack, keeping it two steps ahead of what its competitors are thinking and doing.

“Being able to set and determine the innovation agenda for a category sets the standard for ‘what’s next’ is how category leaders establish competitive superiority with their customers and

their customers

consumers,” Silk says. “I look at what Smith Brothers has done

and consumers.”

nity support through treatment of cold and flu symptoms, and

– Steve Silk, CEO, Smith Brothers

in creating its Wellness Regimen, establishing a line of products that lives with its customers from a state of wellness with immuall the way to recovery products. We are forging new ground for buyers and retailers. When we’re asked, ‘Why did you create this line?’ and they listen to our responses, we are getting retail partners to think differently about the way products are sold. There is immense value in being the one leading the discussion, and having the buyers ask others why they have not followed suit.”

Having a keen sense of what’s going to happen and taking the appropriate actions to benefit from what will take place, Silk continues to keep Smith Brothers ahead of the curve. He believes that category innovators gain “first seller” benefits and gain a disproportionate percentage of the available market share.

“Put simply, being late to the party is the equivalent of losing money that could have been yours a long time ago,” he says.

“By allowing your competition (direct or otherwise) to address the needs of consumers in a new or different way is lost revenue. As much as consumers love our wild cherry cough drops, our customers do not need a fifth wild cherry drop on their shelves. They will grow their category by offering new products, which provide new benefits.”

The leadership curve To make it work, keeping your brand ahead of the pack and setting the course that others follow takes leadership, an intangible asset in the war to be “the” brand. At Smith Brothers, setting a course and direction for the company’s strategic growth is at the forefront of what it does. But it is not the only thing, Silk says. Fostering a culture of new ideas and innovative thinking

P32 CANVAS APRIL 2015

implies a responsibility to give people the resources to succeed and the grace for people to fail.

“I would also contend that systems, processes, knowledge of the customer and the marketplace are all intangibles that don’t show up on a balance sheet, but play a crucial role in the way we move our company forward,” Silk says. “Being able to move ourselves away from merely being a ‘cough drop company’ and toward a ‘wellness manufacturer’ requires a lot of changes in mentality and mindset, not only with us as a company, but also with the relationships we have with consumers and retailers.”

The ability to have strong leadership in the race to the head of the curve is something Kordell Norton says helps close the “bankruptcy gap.” Norton, a noted business management and organizational development expert, and founder of Business Charisma, says the bankruptcy gap occurs when the mainstream business moves to either commodity pricing and easy distribution or to a customized offering along with close customer relationships.

“There is a light at the end of the tunnel, and it is a train,” says Norton, who also authored “Business Charisma – How Great Organizations Engage and Win Customers Again and Again.”

“Think of Sears. Their business moved downstream to Wal-Mart.

It also moved up to Nordstrom’s level. This model is called the

THINGS EVERY BRAND CAN DO TO STAY ON TOP OF ITS GAME

1 2

LEARN – If you stop learning, you stop growing.

3 4

WORK – It may seem obvious, but don’t wait for inspiration. Start working and see what develops.

PLAY – You must experiment. Do something you haven’t done before or try to solve the problem in a new way.

Playing it safe will not take you anywhere new.

‘bankruptcy gap,’ because if a business is not proactive in either lowering their cost, or moving to a higher level of engagement model, then they are on a path to bankruptcy. Status quo is a recipe for disaster, especially in a fast paced world. The more that information avalanches over the customer, the more they make decisions with price or by engaging customer experiences.”

John Clifford believes it is important to find ways to make things better for your brand, and to foster the kind of thinking that you can work more efficiently and effectively to reach your audiences in new and inspiring ways.

“The leaders set the tone; if they are not innovative, the rest of the company won’t be inspired to be either,” says Clifford, an award-winning creative director and principle at Think Studio, a New York City design firm with clients including The World

5

Financial Center and L.L.Bean. “Do they trust you to lead and to take them somewhere new, or do they want you to take them to a place where everyone else already is? It’s best if you’re a good fit for each other.”

FAIL – Everyone must be comfortable with failure, otherwise, you’re not taking chances. Learn from it and move on.

EVOLVE – Your mission should guide you, but reassess once in a while. It may be time to shift gears, which may lead you somewhere new and exciting.

6

SEEK – Look for any and all possible ways to become leaders of not just your product category, but of the discussions that consumers are having about your products.

7 8 9

PUSH – Accentuate consumer and trade passions such that they excite the conversations.

10

INNOVATE – Create relevant, compelling differentiation.

INVEST – Take stock in your brand, while seeking creative ways to tell your story.

DRIVE – Never accept the status quo.

There is always someone else looking to one-up you.

Source: John Clifford, creative director and principal, Think Studio, and Steve Silk, CEO, Smith Brothers CANVAS P33

COMMUNICATION

P34 CANVAS APRIL 2015

Feature Story

put a little

LOVE 6 Dale Carnegie principles that still matter today

into it

By Linda Bishop

eather was returning to her office from the customer service department when she heard a loud celebratory hoot coming from down the hall. Turns out that her colleague, Bob, had sold one of the company’s most sought after customers, ToughCo. “Wow. Congratulations. Everyone, including me, has tried to sell them. How did you do it?” Heather asked.

Before I made my first call to the marketing manager, I re-read ‘How to Win Friends & Influence People.’”

“It wasn’t easy,” Bob said. “It took me about a year, with a lot of time spent on building a solid relationship.”

“The Dale Carnegie book?” Heather asked.

“That’s pretty old school.”

“Is there more to it than that?” Heather said.

“After all, you have to build a relationship with every prospect.”

“That’s true,” Bob said, “but what made this sale different was that I decided to find ways to improve my basic rapport building skills.

“When it comes to selling people, old-school fundamentals haven’t really changed,” Bob said. “You should think about reading it. There are plenty of other reasons why ToughCo gave us a chance, but people buy from people. When you’re dealing with top customers, better rapport building skills can give you the edge you need to outsell the competition.”

CANVAS P35

Put a little love into it

Dale Carnegie is the quintessential

published his first book, “Public Speaking: A Practical Course for Business Men.”

American success story. Born in 1888, he

But it wasn’t until he published “How to Win Friends and Influence People” in

grew up on a farm in Missouri. Through-

1936 that things took off.

out his teens, he would get up at 3 a.m.

By the time Carnegie died in 1955, the book sold more than five million copies.

to feed the pigs. After high school, he

Today, there are 15 million-plus copies in circulation. The bestselling book is

commuted on horseback to get an educa-

organized in four parts: Part 1: Fundamental Techniques in Handling People;

tion at the State Teachers College in

Part 2: Six Ways to Make People Like You; Part 3: How to Win People to Your Way

Warrensburg, Mo.

of Thinking; and Part 4: Be a Leader – How to Change People without Giving

Upon graduation, Carnegie’s first job was

selling

correspondence

courses

to ranchers. After that, he sold bacon, soap and lard in South Omaha, Neb.,

Offense or Arousing Resentment.

While there is value in every section, let’s examine the principles presented in Part 2: Six Ways to Make People Like You.

for Armour & Company. And while hard

Principle 1: Become genuinely interested in other people

work led to success, Carnegie had other

Do you have days where you are crushed for time? Are there moments when it’s

dreams. After saving $500 – the equiva-

tough to handle conflicting priorities, when multiple people push and prod you

lent of about $13,000 today – he quit and

for answers, prices and information?

tried his hand at showbiz in a roadshow of

All of these situations are realities in sales. Becoming genuinely interested in

a production called “Polly of the Circus”

other people is more complex than simply spending a few minutes on a call talk-

in 1911. After production ended, with his

ing about families, sports or vacation spots. Dale Carnegie says, “If we want to

money nearly gone, he returned to New

make friends, let’s put ourselves out to do things for other people – things that

York and lived at the YMCA, looking for

require time, energy, unselfishness and thoughtfulness.”

his next opportunity.

I have a bad habit. When I’m busy, I rush to get off the phone once I get what

Carnegie aspired to be a Chautauqua

I need. I don’t actually say that, but I know how to communicate that message

lecturer. Named after New York’s Chau-

clearly. That message also communicates that I have bigger fish to fry than

tauqua Lake, Chautauqua Assemblies

whoever it is I’m talking with.

brought entertainment, speakers and

Even though I have been selling for more than 25 years, there is room to

teachers to communities across the coun-

improve my phone skills. A great place to start is demonstrating interest in

try. Two of its popular speakers were poli-

others, including:

tician William Jennings Bryant and Baptist minister Russell Conwell, who founded

•

Being patient and investing time in people, even when I’m busy

Temple University in Philadelphia.

•

Turning away from my computer when I’m on the phone so I can dedicate

As an unknown, Carnegie had little

my full attention to the call

chance of being invited to speak. But

•

Actively listening when face-to-face or on the phone

his aspirations to be a public speaker

•

Remembering previous conversations

persuaded the manager at the YMCA to allow him to instruct a class in public speaking and a share in the proceeds. From his debut in 1912, the Dale Carnegie Course in Public Speaking evolved. In 1926, Carnegie

P36 CANVAS APRIL 2015

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Put a little love into it Principle 2: Smile

“If we want to make friends, let’s put ourselves out to do things for other people – things that require time,

energy, unselfishness and thoughtfulness.”

-– Dale Carnegie

We all know this, but are you . . .

•

Smiling before you pick up the phone

•

Smiling before you enter a client’s office

•

Smiling as you sit in the lobby waiting to be called

•

Smiling as you thank your clients for their time

•

Smiling as you leave a phone message

Yes, salespeople smile, but most are not smiling in each of these situations. If you smile more, you’ll sell more.

Research shows that smiling increases your likability factor.

Smiling is a cultural signal that sends a visual cue saying you like the person you’re dealing with. It is a fundamental part of the relationship building process.

Principle 3: Remember – A person’s name is the sweetest and most important sound to them I talk to a lot of sales professionals. I’ve notice that some inject my name into the conversation, while others never mention it, even if we talk for 30 minutes. As a rule, you can use a person’s name three times in a 30-minute meeting: •

Greet them by using their name – “Thanks for seeing me today, Barbara”

•

Use it at least once during the sales conversation

•

At the end of the meeting, when you’re thanking them, use their name again

The research study, “Brain Activation when Hearing One’s Own and Others Names,” by Dennis P. Carmody and Michael Lewis, shows there is a unique brain activation when we hear our name, as compared to someone else’s.

Simply put, hearing our name gets our attention.

Principle 4: Be a good listener; encourage others to talk about themselves Listening is hard work. You’d be a better listener if your mind didn’t wander while your clients were talking. Keep your head in the game by mentally paraphrasing what your client says. If your mouth opens while your client is talking, shut it. Don’t interrupt.

Show you are listening. Nod your head. Make affirmative comments. Ask questions to clarify. Challenge yourself and find a way to take your listening skills to the next level.

Principle 5: Talk in terms of the other person’s interests Today’s selling world is a long way from Carnegie’s world.

He never heard of social media, but if he wrote his book today, he’d have a lot of tips on how to use the information on LinkedIn to start conversations and encourage others to talk about themselves, including mentioning past jobs, finding and mentioning mutual acquaintances and accomplishments.

P38 CANVAS APRIL 2015

Principle 6: Make the other person feel important – and do it sincerely Everyone has great qualities, which we like to be recognized for. Look for reasons to admire people. When you spot something admirable, say something. And don’t forget Principal 2.

Smile as you say it.

At the end of his book, Carnegie says, “It is naïve to believe you will always get a favorable reaction from other people when you use these approaches, but the experience of most

Becoming genuinely interested in other people is more complex than simply spending a few minutes on a call talking about families, sports or vacation spots.

people shows that you are more likely to change attitudes this way than by not using these principles – and if you increase your successes by even a mere 10 percent, you have become 10 percent more effective as a leader than you were before – and that is your benefit.”

Linda Bishop, a longtime veteran of the commercial printing industry, is the founder of Thought Transformation Inc. (www.thoughttransformation.com), which trains and consults companies and sales professionals on how to sell more and reach their full potential. You can reach her at lindabishop@thoughttransformation.com.

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FINAL THOUGHT

> Business transformation expert Steve Blue

On point with...

MATT VODA

Omni-channel marketing expert Matt Voda on connecting with today’s consumers

Matt Voda’s goal is simple. It requires bringing a customer-centric perspective to everything he does. And there is much to do today for the CMO of OptiMine, a leader in cloud-based omni-channel marketing analytics and optimization. The proliferation of channels and devices through which today’s CMOs must meet their customers has led to the explosion of Big Data and a demand for omnichannel technology that continues to help marketers make sense of it all. Voda’s mission: continue to help solve the increasingly complex and evolving challenges his CMO peers face in today’s omni-channel world.

Do today’s brands rely too much on social media strategies?

There’s no doubt that marketers are increasingly using social media to build their brands, connect more deeply with their audiences and engage people in direct dialogue with their brands. And what’s not to like? Social media is relatively inexpensive, provides rich audience targeting capabilities, and allows the brand to build a community that can be a well of ongoing support and communication. The question of “too deeply” really comes down to measuring the value of the social media investment and whether there is real ROI.

And that makes things interesting.

Yes, this is where things get interesting and, in many cases, too murky. Traditional measures of engagement or reach – or channel-specific metrics such as “likes” or “retweets”– can be difficult to quantify. Focus on direct conversions through the channel often misses a significant portion of social media’s value. The kind of awareness building and branding social media offers actually can impact and contribute significantly to a P&L. Marketers intuitively know the value of this type of early-funnel awareness building that ultimately leads to sales, revenue and/or new customers further down the funnel – often through other channels.

Why is content marketing becoming king?

With the dizzying array of new devices, social media channels and the explosion of outlets where marketers can and must meet their customers, it’s getting harder to reach and engage consumers. This has P40 CANVAS APRIL 2015

reduced brand recall rates, as consumers, bombarded by media exposure, have shorter attention spans. When done well, content marketing can cut through the noise and capture the attention of a prospective customer, engage them in interesting, entertaining and valuable content.

It provides a platform for building a more enduring dialogue with customers, transforming the connection between brand and customer from transactional in nature to relational.

When done well, content marketing can cut through the noise and capture the attention of a prospective customer, engage them in interesting, entertaining and valuable content.

What’s the main ingredient in every brand’s attempt to tell their story?

Crafting a story starts with understanding your target market, its pain points and how your brand fulfills your market’s needs. It’s then about wrapping this up into compelling communication that connects with

consumers in a meaningful way. Successful marketers realize that telling their stories is an ongoing, ever-evolving process – not a static exercise. As they bring their stories to market, they must pay attention to how they resonate with their target consumers.

Understanding how the story resonates means they can identify areas for tuning and refreshing over time. Successful marketers purposely set aside time, budget and resources to drive an iterative, testrefine-adjust methodology. This helps a brand’s story stay fresh, engaging and dynamic in today’s hyper-dynamic landscape.

Define the importance of “personalization” in today’s marketing strategies?

Marketers know inherently that message relevancy, and the individual relevance personalization delivers, drives better results. This is why paid search marketing is so effective: Consumers literally are indicating what they’re interested in buying when they perform a product- or service-oriented search. By advertising at this moment in the “late funnel” and catching a consumer at the point they are close to making a purchase, marketers feel they can directly tie their marketing investment to purchases. The catch is that marketers must view personalization – which naturally happens in lower funnel interactions – in the context of the full funnel, understanding how interactions between upper funnel awareness and lower funnel transactions can drive better results. By broadening their scope and investing in a more data-driven cross-channel approach, they can actually expand their market while still capturing these late funnel opportunities.

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