EMPOWERING MARKETING SERVICE PROVIDERS
IN THIS ISSUE
Why apps are the next wave of marketing
Learning to sell what your customers are trying to buy 6 ways to build a winning workplace culture
DECEMBER 2016
BEYOND A SMALL FOOTPRINT
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Canon is a registered trademark of Canon Inc. in the United States and elsewhere. Océ and Océ ColorStream are registered trademarks of Océ-Technologies B.V. in the United States and elsewhere. All other referenced product names and marks are trademarks of their respective owners and are hereby acknowledged. © 2016 Canon Solutions America, Inc. All rights reserved.
DECEMBER VOLUME 10 • ISSUE 12 • PRINT EDITION
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CANVAS P1
Inside this issue| Publisher’s Note
BOILERPLATE
ALSO INSIDE
26 18 30 36 CREATIVE CORNER
Creative strategy director Stefan Mumaw dishes on 2017
BOILERPLATE
04
Publisher’s Note: Daredevils
STAT PACK
06
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CANVAS DECEMBER 2016
APPLE OF OUR EYE
How apps are becoming the next wave of marketing and advertising
GRIT AND GLORY
Sales tips from the rich and famous
CORNER OFFICE
BEHIND THE CURTAIN
08 10
Hey buddy, you have any ideas?
12
Industry news
11
Book rec: Grit: The Power of Passion and Perseverance
14 15 16 17
G7 Certified Canon
Six ways to build a winning workplace culture
MSP SPOTLIGHTS
On Demand GPA Rise up! 4Over The Highcon Answer
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Inside this issue| Publisher’s Note
BOILERPLATE
DAREDEVILS
After what can be considered a painful and divisive election, the turn of the year will be downright cathartic in nature. Turning the page, so to speak, allows us to wash off the venom of the past several months and focus on our own little worlds. The facts are that no single man or woman has control over what happens to us. Nobody can take that away. It is the power of our independence that will propel us forward, and our willingness to take accountability for our lives that makes us unique. The landscape in front of us demands the kind of people who take accountability. Regardless of being an Xer, Millennial or Boomer, progress is a direct result of people pulling themselves up by their bootstraps and pushing forward. We must own our destiny and realize that with great responsibility comes power.
The landscape in front of us demands the kind of people who take accountability. We must own our destiny and realize that with great responsibility comes power. You can’t sugarcoat this stuff. The world is full of challenges. The pace of technical change, the insurmountable amount of connectivity and the “selfie” disease that has infected our culture makes it very difficult to keep our wits. We have a hard time listening, and an even harder time getting anyone to listen to us. Every unanswered email we send feels like rejection, and yet we can delete 18 of them in our own inbox in the blink of an eye. Our Facebook posts showing off our kids or dogs receive a handful of “Likes,” and then they’re gone forever. It is a culture of the moment, where everything that happens is extraordinary, yet means nothing. This crazy year and the overwhelming noise made me realize that if there really is no reason to do anything, there also is no reason to not do anything. With the inevitability of death, there is no reason to ever give in to your fears, since it’s all just a bunch of nothing anyway. By spending most of our lives avoiding what’s painful, we’re actually avoiding being alive at all. In 2017, I’m calling for those of you who realize that the lack of meaning gives us permission to dare for more. We have permission to elevate our clients and our peers by daring to be great, and not worrying about embarrassing ourselves. Dare with me. Warmest regards and happy holidays,
Mark Potter, Publisher @MarkRicePotter P4
CANVAS DECEMBER 2016
CONTRIBUTORS
Linda Bishop, President, Thought Transformation @Linda_Bishop Greg Coticchia Executive in Residence University of Pittsburgh @GregCott Magi Graziano CEO, Conscious Hiring and Development @keenmargo Stephen Wunker Managing Director New Markets Advisors @NewMktsAdvisors David Farber Manager New Markets Advisors @NewMktsAdvisors
GET IN TOUCH WITH US @THECANVASMAG
2180 Satellite Blvd., Suite 400 Duluth, GA 30097 WWW.THECANVASMAG.COM
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 CANVAS, Volume 10, Issue 12. copyright 2016 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.
STAT PACK
DOUBLE EDGE SWORD Survey shows improving lead quality top priority and challenge for marketers
Ask today’s marketing professionals to name the No. 1 priority on their to-do lists, and the answer always will lean toward providing sales with high-quality leads. According to Ascend2‘s “2016 State of Lead Generation” report, 77 percent list that as their most important goal. The second item on their list is acquiring new customers, which slid in at 50 percent. This study surveyed 244 sales and marketing executives from B2B, B2C and B2B/B2C firms across the country. To see where your list falls into play, here’s a snapshot of their most important goals and significant barriers:
MIG Improving quality of leads Acquiring new customers Increasing quantity of leads Measuring performance/ROI Automating marketing processes Converting website visitors to leads Reducing cost to acquire leads
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CANVAS DECEMBER 2016
77% 50% 41% 32% 29% 25% 24%
MSB
53% 34% 36% 34% 32% 37% 30%
MIG – Most Important Goals MSB – Most Significant Barriers
FROM THE INSIDE, OUT At a time when consumers are relying heavily on their network of trusted friends and family for information and brand preferences, more brands are utilizing a secret weapon – their workforce – to tell their stories. According to Altimeter Group’s “Social Media Employee Advocacy: Tapping Into the Power of an Engaged Workforce” report, 90 percent of brands are using or planning to pursue an employee advocacy program. And why not? The survey shows that 21 percent of consumers say they “like” employee posts about their companies. Altimeter conducted qualitative and quantitative research with 21 brands, vendor briefings and three global consumer surveys in North America and Europe.
87
The percentage of marketers who say they are tracking the ROI of their content during at least one phase of the buyer’s journey, according to the Content Marketing Institute’s “B2B Content Marketing: 2017 Benchmarks, Budgets and Trends — North America” report. Interestingly, 28 percent say they are not tracking any ROI at all, the study found. The survey queried 2,562 marketers around the world, representing a full range of industries, functional areas and company sizes.
DID YOU KNOW?
Almost 50 percent of consumers prefer to hear weekly from companies sending promotional emails, according to the “2016 DMA Statistical Fact Book.” The report also shows that a lack of effective strategy is the most significant barrier to the success of an email list strategy.
CANVAS P7
CORNER OFFICE
Perspective | Leadership | Insights BY GREG COTICCHIA
Hey buddy, you have any ideas? o, I have this idea for a new product and I want to know what you think about it?” I get this question a lot in my role at Pitt’s Innovation Institute from students, faculty and staff. It’s actually amazing just how many times a week I’m asked this. They are always looking for my reaction and whether I think they truly have discovered that next “startup unicorn” idea that will transform them into the next Steve Jobs. Let’s discuss the issues with this question. First, and please repeat this: Forget your idea. Yes, no one cares. Your new service. Your new product. Your cool widget. Your neat app. Your disruptive, next generation, 100-percent buzzword compliant invention is not important to me – not at this point. As a prospect, I have problems in achieving my goals. Can you help me with these problems? If so, let’s talk. If not, I don’t care about what you invented or what you’re selling. So write this down: The most important place to start a dialogue with prospects or customers is with the problem you are solving. Remember: Ideas come from problems and problems come from customers. In the words of author, advisor and founder of Customer Development Labs, Justin Wilcox, “Customers don’t buy products. Customers buy solutions to problems.” So identify the problem and your customer, and you’ll be well on your way to discovering if you have a good business idea.
If people don’t recognize the problem, you could be in the early stage of a market or, in a market that nobody cares about. And then you won’t have to ask me. But if you still want to ask me what I think about your idea, let’s address a second issue. To be clear – in most cases, I’m not the target audience for many of the ideas that people pitch me. Greg Coticchia is not your target segment or market. I could be, but chances are I’m not. That being said, I appreciate that you want to share with anyone, including me, your idea. That’s much better than the “I-can’t-tell-you-anything-about-myidea-because-you-will-steal-it” personality that many entrepreneurs have. And, of course, doing any type of “customer discovery” should be encouraged. But when you pitch people, think about why you’re doing it. Are you asking them what they think of your idea as a business? A potential investor? A potential buyer of your solution? What “persona” are you testing with the question? If any of these are applicable, frame the question and the information you share in that context.
All about the problem
But let’s go back to the problem issue. It deserves more thought. If potential customers (prospects) recognize the problem, that’s great. That may mean there is a potential problem that customers recognize. If people don’t recognize the problem, you could be in the early stage of a market or, in a market that nobody cares about. Remember, when you do have a solution, customers can choose to do four things: 1. Buy from you 2. Buy from a competitor 3. Buy a substitute (a different way to solve the same problem) 4. Do nothing (your competitor here is apathy) Now the question goes to market size. There is only one thing worse than no customers, and that’s one customer. Is there a market, more importantly, a particular market segment that wants to pay to solve the problem? There may not be. Or, they may not want to pay a lot. If you only have a handful of prospects or they don’t want to pay a lot, or both, you may have identified a problem that’s not worth solving. In other words, nice job identifying the problem, but it’s not a business. Let’s say you identified a problem and you know who the potential customer and/or market segment is. You know there are a lot of customers in that segment with that problem or, enough at the price they’re willing to pay to grow a profitable business. Only then should you mention your solution. That’s when your “I have this idea” comes into play. So, your lesson for today is to forget about the idea and focus on the problem. What is it? Who has it? And how big is the problem? Start there and evaluate that first, and then the product and market fit will come.
Greg Coticchia is an award-winning technology executive with more than 25 years of experience in high-tech products and services. As CEO and co-founder of eBillingHub, he grew the company from inception to establish it in a leading market position that led to its sale to Thomson Reuters. Today, he teaches businessto-business marketing and entrepreneurial leadership at the University of Pittsburgh’s Katz School of Business.
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CANVAS DECEMBER 2016
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CORNER OFFICE
Perspective | Leadership | Insights BY MAGI GRAZIANO
Six ways to build a winning workplace culture It’s something business leaders talk about every day – the No. 1 driver of employee engagement and workplace performance is culture. So why do so many companies fail at establishing one that wins? It’s a fair question. When your workplace culture is working, it’s something senior leadership propagates and leverages as a competitive advantage. But when it is not functioning properly or not at all, it becomes a deterrent to productivity, innovation and employee morale. Because the culture you create is one of the most pivotal cogs driving the success of your business, what’s the issue? Frankly, it’s because many business owners, managers and CEOs are unaware as to how big of an impact culture really makes. But honestly, it begins with you – the leader. Here are six ways to create a winning culture and be the M.O.R.T.A.R.:
No. 1 – Motivate
Leading begins with clearly envisioning your overall mission, and then communicating it in a way that moves, touches and inspires everyone. The mark of a great leader is someone who shapes the work culture around a compelling and stimulating mission. Create a compelling vision and articulate it in a way that moves people into alignment and action, and you will inspire the masses to follow. There are two keys to get people to buy in to the purpose of the enterprise. The first is having the capability and commitment to communicate your vision in a way that generates enthusiasm, inspiration and alignment. The second is the ability to link each individual in the organization to the purpose of his or her specific role and how it relates to the overall purpose of the organization.
Leaders who foster alignment and engagement in employees inspire people to bring their best self to work. No. 2 – On Boarding
When new hires come on board, the most powerful way to connect them to the bigger purpose and vision is to make it a priority to share the purpose of the business. You must share the core operating values that every employee is expected to demonstrate in his or her every day role. When new hires begin with the end in mind and formulate an early connection to their designated roles, they’re set up to succeed because they’re taught from the start that it’s about more than the task at hand.
No. 3 – Rein in Negativity
Every business deals with setbacks, challenges, breakdowns and disappointments. The real difference between leaders who carry their people through those tough times and those who have carnage to clean up along the way is taking time to check in with how people are feeling. Intervene in the negativity and work to reverse it. When it comes right down to it, all negativity or upsets stem from one of three incidents: an unfulfilled expectation, a thwarted intention or an undelivered communication. When managers are present and aware of their employees’ feelings and work-style, it’s apparent when someone is off kilter or upset. The astute leader is on top of these and provides support to overcome and get through motivational killers. Inspiring people is a core competency of great leaders. Leaders who foster alignment and engagement in employees inspire people to bring their best self to work.
No. 4 – Train
Every person, at every level in an organization needs some level of training and development. The rate of innovation is accelerating at a mind-numbing pace. No matter what role a person holds, today’s skills will become insufficient for the work of tomorrow. Whether it’s people readiness, a deeper technical expertise, management training or the ability to take feedback as constructive guidance; workforce development must be a core tenant to any winning workforce strategy. The greatest gift a leader can give is the gift of developing everyone professionally.
P10 CANVAS DECEMBER 2016
No. 5 – Align
A key component to fostering alignment with employees and creating a buy in for the business vision, mission and values is to find a way to connect the bigger picture into everyone’s heart and head. When you have an emotional commitment to the business mission and understand how your vision satisfies your peoples’ needs, you have direct access to igniting engagement. Without followers, you can’t be a leader. Followers will only voluntarily engage in something they think satisfies their needs first and your goals second. When people can connect their personal mission and purpose with the greater good of the company, they naturally feel compelled to do better and give more of themselves at work.
No. 6 – Rewards and Consequences
In taking action and moving toward fulfillment of your mission and vision, there inevitably will be surprises and unexpected results. A person skilled in leading continually assesses the plan for achieving the stated goals and makes course corrections along the way. Leading requires a keen focus on specific milestones, as well as holding the context for and keeping an eye on the long-term mission. While accountability is not black and white, it is a fundamental building block of any highly effective organization. Great leaders inform their people of what their role is expected to accomplish, and how their role and work connects to the bigger company mission and plan. People do their best when they have a full picture of the intended outcomes and the systemic impacts of their contribution. To create a culture that drives your business initiatives forward and fulfills the intention of your mission, invest time and energy toward developing yourself as a leader of that culture. How well and how often you communicate your intentions is a critical component to the success of your cultural alignment initiative. Magi Graziano is CEO of Conscious Hiring and Development, a speaker, and an expert on employee recruitment and engagement. She also is author of “The Wealth of Talent.” For more information, visit www. KeenAlignment.com.
Perspective | Technology | Insights
THRIVING IN THE NEW ‘ATTENTION ECONOMY’
CORNER OFFICE
BOOK REC
As technology continues to change the way we communicate and interact, a powerful new information and influence dynamic has emerged. So, how does your brand interact in channels that churn 24 hours a day? Andrew Hanelly, creative director of Rev, a strategy lab focused on helping marketers and media companies grow, shares his thoughts on surviving in the new “Attention Economy.”
1 2 3
Make a philosophical change
Take a page out of the playbook of magazines, reality TV shows or experiential events. Create content that attracts communities and provides currency and value to communities.
Add new seats to the table
Develop a blueprint for the recalibration of your entire marketing function. There is no better time than now.
Rediscover your purpose
If you understand your true purpose, you can earn your consumers’ permission to participate in cultural moments and communities. It’s about brands serving the communities they want to sell to.
4
Create small experiments Start with a once-a-week magazine-style series on a website that’s small and runs for three to six months. Measure for effectiveness, make adjustments, iterate quickly. You can develop as you go along.
5
Take a nimble approach to budgeting The balance between content creation and distribution depends on the real time data you see. Examine the day-to-day variables, and then find your comfort zone.
The best thing most marketing departments can do is to get off the treadmill of doing more tactics and evolve to becoming more strategic. Marketers are doing more, spending more and buying more and more technology, but year after year, they struggle and the research shows this. It is time to take a step back, think and plan strategically, and then execute.” – Carlos Hidalgo, founder and CEO of ANNUITAS, on how marketers can succeed in the New Year
Grit:
The Power of Passion and Perseverance By Angela Duckworth Leave it to author and University of Pennsylvania psychology professor Angela Duckworth to roll West Point cadets, spelling-bee champs, Jeff Bezos and Julia Child all into one theme? But what could they possibly all have in common? If you ask Duckworth, the MacArthur “genius” award winner will tell you it’s grit – that combination of passion and perseverance that plays a huge role in determining your success in life more so than intelligence or innate talent. Drawing on her own powerful story as the daughter of a scientist who frequently noted her lack of “genius,” Duckworth paints an honest picture of her early days in teaching, business consulting and neuroscience. The experiences inspired the hypothesis that what really drives success is not “genius,” but a unique combination of passion and long-term perseverance. Drawing introspective parallels from her studies of cadets struggling through their first days at West Point, teachers working in some of the toughest schools and young finalists in the National Spelling Bee, Duckworth shows how any effort you make ultimately counts twice toward your goal. As we move to build sustainability in today’s new business landscape, Grit is the kind of book you need to lift you up.
CANVAS P11
BEHIND THE CURTAIN
Around the industry
Industry news & more
This marks the first time Aleyant and Canon Solutions America have worked together to offer a cloud-based online storefront solution to production print customers. Targeting Canon Solutions America’s commercial print and in-plant Central Reproduction Department (CRD) customer base, Pressero brings an unequaled level of features and functionality at a fraction of the price of competitive solutions. Due to Aleyant’s cloud-based delivery strategy, not only is the overall cost of the solution less, but additional IT costs beyond the cost of a
Dscoop has launched the Global Partner Program, a year-round ini-
PC with a secure internet connection are eliminated.
tiative that offers annual benefits to engage the global community. The program is designed to facilitate relationships between partners and Dscoop members in a variety of face-to-face, print and online forums, including Dscoop Phoenix, Imagine, scheduled for March
Awards & Recognition
1-4, 2017, in Phoenix. Imagine, an experiential and fast-paced event, will offer Dscoop partners the ability to expand their reach to a broader audience, including not only print service providers, but also high-profile successful brands and agencies. Craig Hath has been tabbed to head the newly created position of Dscoop Global Director, Partner Programs. Flesh Co. initiated another waste reduction team event using
Quad/Graphics’ Dallas printing plant earned 20 awards in the Printing Industries of America “2016 Premier Print Awards,” includ-
value stream mapping (VSM) this time targeting its composition
ing four “Bennys,” the annual competition’s top recognition for
department. The goal of the team was to find process improve-
print excellence. The “Bennys” were awarded for Jacobs Annual
ments that would reduce lost time, remove waste and reduce er-
Report – Business and Annual Reports (4 or more colors, printers
rors. Areas discussed included reducing the time that orders are
with 101-250 employees); Jacobs Annual Report – Hi-Fidelity Print-
on hold for proof and improving the process for creating number-
ing; American Dream – Promotional Campaigns, Business-to-Busi-
ing schedules. A primary improvement was implemented in the
ness; and Walnut Place – Booklets (4 or more colors, printers with
area of creating acetates used on the production floor for quality
101-250 employees). The award’s competition drew nearly 3,000
control. Additional opportunities were uncovered and data is be-
entries in 92 categories from around the world, covering the entire
ing collected over the next few months to determine the best
range of printed materials from books, magazines and catalogs to
course of action for improvement.
postcards, calendars and invitations. In addition to the “Best of
Collaborations
Canon Solutions America Inc., a wholly owned subsidiary of
Category Bennys,” judges awarded 355 “Awards of Recognition” and 846 “Certificates of Merit.”
Western States Envelope & Label already has an eight-year streak of PEAK Award recognition. But this year was particularly special. For
Canon U.S.A. Inc., is collaborating with Aleyant, an innovative
the first time in PEAK history, Western States’ entries were judged
leader in providing robust software services to the graphic com-
against all others and determined to be some of the best overall.
munications industry. Under the agreement, Canon Solutions
Efforts to help Mer-Sea & Co. create product labels earned Western
America will offer the Aleyant Pressero cloud-based, web-to-print
States a “2016 Gold PEAK Award,” as well as a “2016 Silver PEAK
ecommerce solution to support the company’s production print
Award” for product labels on “Warheads Brand” Super Sour Spray
solutions portfolio, featuring Canon imagePRESS and varioPRINT
Candy. The Print Services & Distribution Association (PSDA) PEAK
digital presses. Included with Pressero is Aleyant eDocBuilder, a
Awards program recognizes excellence in the print industry promot-
web-to-print variable data publishing (VDP) personalization and
ing projects that display innovation, notable quality or produce high
online design system. Aleyant’s solutions leverage responsive,
return on investment. The Mer-Sea & Co. product label also won a
cloud-based delivery of web-to-print ecommerce, variable data,
“2016 Best of Division Graphic Excellence Award” from the Great
and print job management features and options to create a robust,
Lakes Graphics Association in the Flex Narrow Web Labels and
scalable job submission solution at value-driven prices.
Wraps, Rolled Products/Pressure Sensitive Category.
P12 CANVAS DECEMBER 2016
Industry announcements
Personnel Moves Timothy Baechle has been named director of Global Print Media Markets & Technologies of Idealliance, the communications industry association that represents all facets of the global omnichannel media value chain. Prior to joining Idealliance, Baechle served as VP of the Production Consulting Group of Zeno Imaging. He also worked with GIS-Dahill - A Xerox Company; Ricoh Production Printing Group-Austin, Texas; Innovatia Holdings Limited in Dublin, Ireland, and F.R. Gross Corporation in Caracas, Venezuela.
Next generation up SGIA Scholarship Program accepting applications for fall 2017 academic year
WHAT’S GOING ON? LET US KNOW!
The SGIA Scholarship Program is accepting applications from students who plan to attend a post-secondary education program in fall 2017. The program will award $2,000 each to 10 student recipients. Scholarship winners will be carefully selected by the SGIA Education Committee based on academic achievement, work experience, extracurriculars, financial need and a one-page essay, as well as academic and professional recommendations. All secondary seniors and post-secondary, full-time students are qualified for entry. They must be a student of an active SGIA Educational Institution member and committed to pursuing a career within the growing imaging community. Students must submit their applications by April 14, 2017, to be considered. For more information, email Erin Nuss, SGIA’s Associate Manager of Education, at erin@sgia.org.
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.
CANVAS P13
MSP PRODUCT SPOTLIGHTS
VARIABLE DATA DIGITAL IMAGING
G7 Certified
Canon’s PRISMAsync Color Print Server is recognized as the First DFE-embedded G7 Certified System
July 7, 2016 was a special day for Canon U.S.A. That’s when its PRISMAsync Color Print Server for Canon imagePRESS color digital presses received the G7® Certified System designation from Idealliance. The not-for-profit membership organization is the leading certifier of skills, systems, materials and facilities requiring state-of-the-art media production. With the certification, the PRISMAsync Color Print Server is recognized as the first embedded complete closed loop G7 system for electrophotography and the first color print server that provides an integrated color profiler and G7 calibration method. Drawing on the idea that digital press calibration should be a simple procedure that every operator can execute, Canon is the first digital press provider to implement this calibration directly at the digital front end. In today’s marketplace, G7 is a calibration technology used by a rapidly growing number of print providers and brand managers. An accessible, cost effective entry point to conformance-based printing, G7 adoption continues to grow. And thanks to Idealliance, it’s supported by robust education and certification programs.
The G7 advantage: • Greater consistency across all jobs helps avoid remakes, decrease turn around times and reduce cost. • By following the G7 process, the expectations of matching print proofs increases, making setup procedures more efficient. • Strengthening the communication between the printer and client enables runs to get through the press more efficiently. With PRISMAsync, barriers to G7 calibration of cost, complexity, time and workflow integration have been greatly reduced. PRISMAsync features both a G7 calibrator and an embedded color profiler. P14 CANVAS DECEMBER 2016
With PRISMAsync, barriers to G7 calibration of cost, complexity, time and workflow integration have been greatly reduced. • The system is fast – An easy to use wizard-driven measurement method guides the operator through the procedure, which usually takes approximately 5-10 minutes. • The system is accurate – Depending on local print conditions, which of course can vary, the combination of G7 calibration and embedded color profiling into one single measurement event improves conformance accuracy and has been successful at placing some systems directly into G7 Colorspace (GRACoL) conformance. • The system integrates easily into preexisting external G7 workflows – A simple button selection entitled, “Import G7 Calibration Curve” allows the PRISMAsync driven Canon imagePRESS to receive G7 calibration data from popular third-party G7 calibrators such as Curve3 from Chromix. The PRISMAsync G7 Certified System, users are provided a powerful, fast and accurate embedded solution that makes G7 calibration and custom color profiling simple and accessible to operators of Canon imagePRESS digital production color systems.
To learn more about Canon’s Production Solutions, visit USA.CANON.COM/PRODUCTIONPRINTING
Download the MSP Resource Guide app Products and resources just a tap away
On Demand
GPA’s Azuna 3D Film designed to grab your customers’ attention
SPECIAL EFFECTS/ FINISHING
Do you want to create print that merely piques your audience’s curiosity or, would you rather produce a powerful product that demands to be noticed? Now you can craft one-of-a-kind applications that pull your audience into the piece with Azuna® 3D Film from GPA. This captivating material provides such a realistic illusion of depth and dimension, you might actually find yourself trying to pop the bubbles in the pattern.
This captivating material provides such a realistic illusion of depth and dimension, you might actually find yourself trying to pop the bubbles in the pattern. Azuna® 3D Film transforms any application into a mesmerizing experience, which is why it’s perfect for today’s most popular applications. It is excellent for retail and POP signage, product packaging, direct mail, business cards, shelf wobblers, counter mats, booklet covers, and more. It also meets FDA requirements for food contact applications, making it ideal for creating eye-catching food packaging. Your clients will love this material for the way it makes images float in and above an effervescent world of bubbles. You and your team will appreciate that it’s just as easy to print on offset presses as other synthetic substrates, and unlike lenticular films, it does not require expensive software or special printing processes. Azuna® 3D Film also offers lightweight durability with the added bonus of being a #5 recyclable plastic. Since both sides of this translucent sheet offer superior printability, it opens the door for layered effects with different images and colors on the front and back. Let your imagination run wild with this substrate that is full of creative potential and makes any application truly POP.
CANVAS P15
MSP PRODUCT SPOTLIGHTS
PAPER/ SUBSTRATES
Rise up!
4over’s popular Suede family of products just got bigger
Style. Elegance. Class. If you’re looking for a way to rise up above the competition, 4over’s RAISED Spot UV on Suede Cards is the game changer you need. When the Suede cards were introduced last year, they were instantly popular. The uniquely smooth, textured cards resonated in the market. So, when 4over customers said they yearned for a more tactile experience, it made sense. In a digitally charged world filled with smartphones and interwebs, people are looking to reconnect to the “touchy-feely” world of textures and new combinations of materials. That’s why the 4over team introduced its RAISED Spot UV on Suede option, which opens up new design opportunities that are only possible when two wonderfully different surfaces come together.
Here’s the lowdown: The Specs The Suede Cards are printed on 16pt card stock, laminated on both sides with 1.5 mil scuff resistant, soft velvet laminate, which give them a substantial thickness of 19pt. The Raised UV features a transparent unblemished clear polymer that can be up to 100 times higher than conventional selective varnish.
P16 CANVAS DECEMBER 2016
Simple Setup Setting up a Raised Spot UV is the same as setting up a regular Spot UV. For more details on how to setup and bring out the best in your designs, visit the 4over FAQ page.
In a digitally charged world filled with smartphones and interwebs, people are looking to reconnect to the “touchy-feely” world of textures and new combinations of materials. A tactile experience you can see and feel Your customers will be delighted by the bright shiny details that rise from the velvety smooth suede card foundation. The unique balance of the luxury of suede, highlighted by the lifting of shimmering, raised UV highlights, creates a tactile experience that customers can see and feel. Making this premium offering surprising and memorable. The Suede family is a perfect example of an awesome product that reflects one of 4over’s core values: Embracing new technologies that bring advancement to our customers. Equipping you to compete and prosper. Order yours today. http://trade.4over.com
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The Highcon Answer
SPECIAL EFFECTS/ FINISHING
See how to take your print shop to the next level
Two of the most critical elements affecting printers and converters today are customers’ requirements for differentiation and rapid time to market. And at the same time, run sizes and product lifetime are getting shorter. The primary bottleneck in the finishing process is the creasing and cutting, because of the die-cutting form, which slows the whole process down. Highcon’s answer is a digital solution that performs in-house, independent of an external supply chain, and matches the quality of the analogue process, but is faster, cleaner, greener and more profitable. The Highcon digital cutting and creasing machines are designed to solve these issues. The Highcon Euclid was the first digital production cutting and creasing machine. The two processes of creasing and cutting are separated, which enables a high degree of flexibility, both in design and in production of packages and promotional items, greeting cards, etc. The creasing technology is based on Highcon DART (digital adhesive rule technology) that produces the polymer crease lines. The cutting is performed with an array of lasers and sophisticated optics. This technology radically changes the economics, enabling convertors and printers to respond rapidly to customers’ needs, meet tighter deadlines and deliver short- and medium-run length jobs profitably.
Key benefits of digital cutting and creasing: • Application versatility by digital cutting and creasing offering differentiation and competitive edge • Profitable solution for short to medium runs • No die to be ordered and produced • Setup measured in minutes rather than days • Laser cutting enables a huge range of design capabilities, including intricate cutouts, cutting across crease line, perforation, versioning, customization or personalization with partial cut or etching
All the advantages of a digital process, up until now found only in prepress and printing, are now available post-print: • Improved supply chain responsiveness • Immediate error correction and/or design changes • Digital storage • Speedy time to market • Lower carbon footprint
Highcon Euclid III The Highcon Euclid III is the third generation Euclid machine. Based on Highcon’s proven technology, it addresses today’s operational challenges and answers, and tomorrow’s growth needs by enabling numerous applications on a wide range of substrates. The Highcon Euclid III’s versatility enables converters, printers and trade finishers to keep up with the innovation and differentiation their clients want.
Highcon Beam The Highcon Beam extends the digital finishing revolution to mainstream production. With a speed of up to 5,000 5,000 B1/42 inches sheets per hour, this breakthrough machine was developed as a robust solution to the challenges facing folding carton converters and print service providers.
More information can be found at www.highcon.net or on our YouTube channel: https://www.youtube.com/HighconDart, where you can see the machines in action.
CANVAS P17
CREATIVE CORNER
Creative strategy director
Stefan Mumaw dishes on 2017
Strategy and ideation. That’s the mindset Kansas City-based Hint wanted to pivot its business strategy toward. The digital content and marketing company’s previous core focus was on executing production and post-production elements. But when the decision was made, they needed a person to lead the charge. Enter Stefan Mumaw, designer, author, thought leader and creative thinker extraordinaire. Having worked with Hint CEO Teri Rogers on numerous projects over the years, Rogers was taken by Mumaw’s diverse skill set and ability to always be in front of market trends. As Hint’s director of creative strategy, Mumaw is helping lead the firm into new directions. The author of six books, including “Creative Boot Camp,” a 30-day crash course on creativity, Mumaw also is a highly sought after national speaker on creativity and the creative process. We sat down with him to get his thoughts on what to expect in 2017.
What is the biggest thing on your to-do list in 2017?
Every few years, I get the itch to make something big. These have usually manifested as books in the past, but I’m thinking of something a little more alternative this time. It may still be a book, but maybe it’s a film, or a site, or an event. The irony is that every time I’m in the midst of a big, year-long project, I wish I wasn’t, and instead, had a bunch of small projects with beginnings and ends that were easily identifiable. But there’s something uniquely satisfying about taking on large-scale projects and completing them. They feel like I’ve accomplished something substantial and worthy, and that feeling is unique in a projectbased world. I don’t know what it is yet, but I have a feeling I’ll pursue something larger in size again in 2017.
What are your clients looking for in the creative process?
To be included. Most of our clients don’t spend much lasting time in the creative process. They dip in and out on the surface of it, enough for them to solve the problems they typically solve in their work. But the creative process that most of us undertake is deep, messy, maddening and fulfilling. I have found that our clients desperately want to be involved, but either don’t know how or don’t feel like they belong. The greatest successes I’ve had creatively have been when the client was involved in the creative process beyond the typical approval points. We will include our clients in strategy sessions, brainstorms, storyboarding and even development. Any place where the divergent process of creativity is playing out, we try to include our clients. When the convergent processes are happening, that’s when we hole up with just ourselves. But any time it’s about many ideas involving our clients has always led to better work and happier clients. We should always be the best part of their day. P18 CANVAS DECEMBER 2016
If we fall in love with the act of making, we’ll be happy the rest of our lives. Don’t worry about the final form. Love getting there. How big of a role does print play in your clients’ marketing strategies?
I think it’s counter-productive to think of print versus digital versus broadcast as a marketing strategy. As the carrier of story, each plays a role. I’ve found the most effective way to treat the medium is to start with the people who consume the message and ask how we fit into their behaviors. If that produces a print medium, then awesome. In my experience, the greatest attribute of most print mediums is intimacy. Because print is tactile, it creates the opportunity to use more than just one sense, more than just one input mechanism. Print is the only medium that offers the possibility of using all five senses. In that way, it becomes a wonderful tool when intimacy is advantageous for communication. Thinking about communication as human up, rather than message down, allows us to treat all mediums, print included, as tools to alter behavior rather than marketing strategies to employ.
What creative and design trends do you see looming on the horizon?
The return of craft. Everything is cyclical, and as digital becomes more ubiquitous and over-saturated, people are going to start seeing the value of things that are crafted again. Quality will start to re-emerge as memorable, and with it, those who find ways to craft communications, whether that be medium or message, will see higher value. In a world where digital is often chosen for the perception of value, I believe we’re going to see craft return to prominence, because it will feel novel again.
What advice can you offer designers in 2017?
Love the process, not the outcome. It’s easy to fall in love with the things we make, but as professional designers, we don’t make for ourselves, we are paid to make for others. Which means there are all kinds of opinions and factors driving the ultimate result of the things we make. If we fall in love with the final outcome, we’re going to be perpetually disappointed. But if we fall in love with the act of making, we’ll be happy the rest of our lives. Don’t worry about the final form. Love getting there.
CANVAS P19
PERSPECTIVE
By
P20 CANVAS DECEMBER 2016
r La Jama
ster
Cover Story
sk Tim Lawrence about the value of Millennials in the workplace, and he won’t flinch when talking about the positive collective attributes they bring to the table. A workforce-development expert and the executive director of SkillsUSA, Lawrence has spent the past 15 years of his career overseeing an organization that, since 1965, has served teachers, and high school and college students preparing for careers in technical, skilled and service occupations. He’ll also tell you about the four employees – with more than 155 years of collective service – who left SkillsUSA last year, and the fact that three of those four were replaced by Millennials. So Lawrence knows first hand the differences between this demographic and his own Baby Boomer classification. “[Millennials] are very creative,” he says. “They want to be challenged. But they also want to have a schedule that fits their personal lives. [As Baby Boomers,] we live to work, we work long hours, will stay [on the job] as long as it takes and we work hard – maybe not as smart as we should. Where we live to work, they work to live. They want to work so they can support their personal lives, family lives, their children and their interests.” With the presence of Millennials, defined as the population segment aged 18-34 in 2015, approaching ubiquitous status when it comes to the job market, many managers and human resources personnel regard incorporating Millennials into a company’s hiring plans as crucial to a company’s success. This is underscored by the fact that, according to Pew Research Center’s 2015 analysis of population estimates released by the United States Census Bureau, Millennials now have overtaken Baby Boomers (the population aged 51-69 in
“When employees feel they are part of a company that invests in their personal and professional development, they are more likely to stay.” – Nancy Ott, VP of Human Resources, Quad Graphics
2015) as America’s largest generation. While it’s a no-brainer to say that Millennials bring many positive traits to any company, including print shops, incorporating this segment of the population into any workplace culture requires some flexibility on the part of the company, as well as an emphasis placed on certain characteristics they may find attractive.
CANVAS P21
Fishing for Millennials
Part of something bigger Every generation has had its own wants and needs, and Millennials are no different. But the printing industry has had difficulty attracting younger workers because of the digital trickle-down effect starting at technical institutions, says Paul Cavanaugh, service skill development manager for Heidelberg USA Inc. “The printing industry has a tough road to hoe concerning the younger generation, especially when it comes to looking for big press operators,” Cavanaugh says. “This is the area I see great difficulty as technical colleges no longer own conventional printing machines; they are all going digital. This is stopping the progression from starting out running a small press and moving to larger equipment.” This development makes it particularly taxing for recruiters or hiring managers who, like Cavanaugh, go directly to technical colleges and high schools to recruit talent. In the wake of such developments, print shops – and companies in general – have to take a different tack when fishing for Millennials. That methodology involves delving into the Millennial mindset and appealing to their values, some of which include being futureminded and part of something bigger than themselves, says Courtney Miller, a Millennial and program manager at SkillsUSA. Miller was a student national officer for the organization and served as the state director for Florida last year before joining the national team to manage its training program. To underscore that point, Lawrence recalls distributing a nationwide survey in which he asked Millennials two distinct questions: “What brings you joy?” and “What keeps you up at night?” The consensus No. 1 answers to both questions, respectively, were “Providing service for someone else,” and “Will I leave the world a better place?” As such, Lawrence says implementing a day of service into a company’s culture could increase its attractiveness to Millennials. Nancy Ott, VP of human resources for Quad Graphics, says the company accentuates the ability to develop universally marketable career skills to all prospective employees, Millennial or otherwise. Quad can do this because it touts itself as not just a printer, but a marketing services provider offering multiple online and offline communications channels through which its clients can engage their customers. “There are endless opportunities to engage at our company and in our industry,” Ott says. “When employees feel they are part of a company that invests in their personal and professional development, they are more likely to stay.” Naturally, emphasizing the change to be part of something bigger extends beyond the company. As such, Rebecca Robertson, who works in human resources for LSC Communications, a traditional and digital print, print-related services and office products provider for publishers, merchandisers and retailers, says it encourages local involvement as part of its company culture. “We are encouraging individual locations to support projects and programs that are important to their employees and contribute to the overall well-being of their local communities,” she says.
The value of flexibility Unlike their Baby Boomer counterparts who tend to value defined, structured settings, Millennials crave flexibility in the workplace, regardless of whether it’s applied to work settings, attire or job description. Robertson says LSC Communications has implemented flexible work schedules to include work-from-home opportunities, where practical.
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“The printing industry has a tough road to hoe concerning the younger generation, especially when it comes to looking for big press operators.” – Paul Cavanaugh, Service Skill Development Manager, Heidelberg USA Inc.
Fishing for Millennials The company also recently revised its dress code to encourage employees to wear what makes them comfortable at work, and con-
tips for making your print shop Millennial friendly
tinues to think outside the box with regard to job responsibilities and outside projects. “We are attempting to expand our horizons and think globally, sharing best practices and resources and challenging traditional roles by giving employees opportunities to work across the company and be involved with projects outside of their normal job descriptions,” Robertson says. The coveted flexibility aspect also can be used to create mobility
1
Foster Idea Sharing
2
Open Up the Decision-Making Process
3
Offer Flexibility
4
Consider Assistance with Student-Loan Debt
between roles, which helps widen career paths – something Millennials value immensely. “Offering employees mobility within our own company makes us stronger,” Ott says. “It knocks down the silos that can naturally arise within an organization. Employees get to know each other and the different roles within the company very well.”
The road to implementation Opinions vary on how to change a company’s culture to appeal to Millennials. Cavanaugh says it may be best to delegate youngtalent acquisition to one person, something that’s not possible for all companies. Mike Morrow, managing director of TRANSEARCH International, says culture change should happen quickly, with the expectation that lasting effects will take some time to come to fruition. “Changing a company’s culture is like turning a battleship – it doesn’t happen instantly,” he says. “But shifting the culture does require a strategic approach and a concerted effort.” Strategies can include simple efforts, such as upgrading the careers page on the company website to leverage more multimedia ideas from applicants and invite new hires to brainstorming sessions Social media also is an attractive medium for Millennials, so if your company isn’t active in that realm, doing so would be apropos. Cavanaugh says he reaches out to prospective employees via social media,
Even if they don’t have much to offer due to lack of experience, involve Millennials in the process.
Whether it’s career paths or special projects, or as a way to recognize and reward their efforts, this is important to Millennials.
If this is a leap, explore options for tuition reimbursement.
and story-driven content. And if that approach works, you can solicit in efforts to refine your approach, Morrow says.
Start a team meeting with an example about a bad idea you once had that ended up being a failure. When people hear that openness, willingness to fail and learn, they’ll start sharing ideas and feeling like they have a voice in the organization — which is very Millennial-friendly.
5
Don’t Micromanage
Provide training, goals and timeframes for completion, then let them perform.
in addition to developing relationships with technical schools. Robertson says LSC Communications encourages the use of chat boards and forums to discuss work-related topics and projects. “We continue to leverage technology and view our systems and infrastructure through the lens of applying social-media concepts,” she says. Morrow says social media may be the best way for commercial printers to shift perceptions and surmount the initial challenge of wooing Millennials, as it allows them to present ways they are changing to become more friendly and relevant to this important generation. “Commercial printing, among many other industries, is facing a pivotal challenge to integrate digital services into their offerings,” Morrow says. “Tell that story to Millennials. Present the exciting aspects of the challenge ahead, and the enticing prospects of how they could help change the industry with your firm.”
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“[Millennials] are very creative. They want to be challenged. But they also want to have a schedule that fits their personal lives.” – Tim Lawrence, Executive Director, SkillsUSA
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SALES
P26 CANVAS DECEMBER 2016
Feature Story
Learn to sell what your customers are trying to buy By Stephen Wunker & David Farber
t was more than 50 years ago that Peter Drucker wrote, “Nobody pays for a product. What is paid for is satisfaction.” Yet, in the years since, companies across industries have continued to market their “products,” only to be surprised by the inconsistency with which they can predict what customers actually will buy and be happy with. If companies are to succeed at selling their offerings, they’re
Unfortunately, very few businesses actually spend time thinking
going to need to stop thinking about what they’re trying to
about how they can help customers get jobs done. In a recent
sell, and start thinking about what customers are trying to buy.
study, Nielsen found that only 9 percent of concepts that are test-
Don’t sell products, services or features – sell a way to get the job done Companies are great at touting the benefits of what they sell, so
ed with consumers each year actually describe how people are struggling to get a job done. Yet concepts that clearly expressed how they could get a job done for the customer performed 58 percent better.
that’s where they tend to focus their marketing efforts. They talk
Customers aren’t looking for a new logo or a nicer sign. They
about how they have great designers, cheaper package-based
aren’t looking to hire a designer. They’re trying to get important
pricing options and experience working with leading brands.
jobs done. Consider Marquis, a Boston-based design firm. When
Those things are nice, but they end up sounding awfully similar
you visit their home page, there isn’t a single mention of the prod-
to what everyone else is saying about themselves. More impor-
ucts they sell. Instead, they list the circumstances their customers
tantly, those messages don’t stick in the customer’s mind, because
might be in and how they can help get some common jobs done.
they don’t resonate with the “jobs” they’re trying to get done.
For example, they identify that customers might be struggling
Jobs are the tasks that customers are trying to get done in
to gain recognition beyond their existing customers, so Marquis
their lives. Everyone has jobs they struggle to get done. This
offers to help the business “spread the word.” Or they talk about
is true whether they’re mothers looking to feed their children
how everyone in a company might have a different description of
something nutritious or business owners looking to bring in
what the business does, so they offer to help them “speak as one.”
new customers. When people decide to make purchases, they
In 2015, Marquis was named a “BostInno 50 on Fire” final-
don’t buy the product that has the most features. They “hire” a
ist – an award reserved for those disrupting their industries and
solution that’s best able to get those jobs done.
making an impact in Boston.
CANVAS P27
Bridging the gap
When people decide to make purchases, they don’t buy the product that has the most features. They “hire” a solution that’s best able to get those jobs done.
Identify clear types of buyers, and sell to them
associated with leaving their current solutions – the less likely cus-
While satisfying customer jobs is key, not all customers have the
good fit.
tomers will be to give you a shot, even if they think you might be a
same jobs. The design industry cannot be cleanly divided into logo
In order to maximize your chances, the key is to give customers
buyers and sign buyers, for example. Nor can it necessarily be di-
the chance to see that they won’t regret making the switch. Make
vided into small businesses and large businesses.
it easy to learn about your offering and to give you a try without
Often, it’s the circumstances around the job that cause customers to prioritize a particular job or to change how they evaluate how well an offering can satisfy a job. For example, maybe the company recently moved into a new
a lot of risk. Do whatever you can to ease the burden of changing vendors. Switching to you shouldn’t seem like a project.
Start bridging the gap
space and it needs a brand that not only communicates clearly to
The more companies double down on trying to explain why their
its customers, but also inspires an innovative culture internally.
offerings are better, the less the final message tends to resonate
There’s no such thing as a one-size-fits-all offering. Companies
with the customer. Instead of trying to boast about features and
that try to go that route typically don’t satisfy anyone particularly
benefits, companies need to convince customers that they can
well. But by understanding which jobs customers tend to find im-
help them satisfy jobs that they’re struggling to get done.
portant and the different sets of circumstances that frequently surround those jobs, companies can identify discrete customer types. From there, it’s just a matter of designing the right offerings for those groups you choose to target.
While customers may not want to buy products, they certainly do want to buy solutions to their struggles. But because not all customers are the same, it’s important to sell the right solutions to the right customers and to make the buying process as easy as possible. Companies that can pull that off will give
Give customers a reason to break their routines
themselves a clear edge in the market – one that is hard to match.
Finally, it’s worth noting that even when you design the right solution for the right customer, it’s not a certainty that they’ll choose you. Inertia is a powerful force, and customers are often reluctant to fire the products they’re already used to. The more things that stand in the way – including complexity in the decision-making process, high costs of failure and costs
Stephen Wunker is the managing director of New Markets Advisors, a Boston-based strategy and innovation consulting firm. David Farber is a manager at the firm. They are co-authors of the forthcoming book, “Jobs to be Done: A Roadmap for Customer-Centered Innovation.”
P28 CANVAS DECEMBER 2016
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MARKETING
By Michael J. Pallerino
P30 CANVAS DECEMBER 2016
How apps are becoming the next wave of marketing and advertising
Feature Story
he numbers are something that marketing executives like Paul Miller refer to quite a bit during the course of any given day. And data, as Miller, CMO for the Americas of cloud-based accounting software leader Xero will tell you, is everything. Take for example that over the past year, 800 million people have joined the smartphone party, which means ownership of those little hand-held super computers is around 50 percent globally. Study executor Ericsson also says that by 2020 the number will hit 80 percent. To clarify, 6.4 billion of the world’s population technically will have, well, the world, at their fingertips. If anybody knows the extreme power an app can have on business, it’s Xero. Founded in 2006 in New Zealand, it is one of the fastest growing Software as a Service (SaaS) companies in the world. A leader in the U.S., New Zealand, Australian and United Kingdom cloud accounting markets, Xero, named the “World’s Most Innovative Growth Company” by Forbes in 2014 and 2015, employs a team of more than 1,400 people in 20 offices around the world. From where Miller sits, today’s app landscape is being defined by the power of the open API. By investing in an open platform, SaaS providers like Xero are able to build an ecosystem that benefits their customers. And by leveraging a
“Over the next year, AI will become so embedded into the majority of our consumer and business apps that we will barely be aware it’s there.” – Paul Miller, CMO for the Americas, Xero
software ecosystem that’s tailored to its customers’ specific needs, rather than a siloed platform, there is no limit to what the user is able to do. And when it comes to marketing, the sky continues to be the limit. “Mobile apps give brands the opportunity to use customer data to launch highly targeted marketing and advertising campaigns,” Miller says. “The insights garnered from this data can be used to create different audience profiles so that brands can better target and engage with their various customer segments.” With more than 400-plus add-applications, Xero apps, which feature practice tools that help partners extend their services and provide added value to small businesses, connect with more than 16,000 accounting and bookkeeping firms worldwide. Its development cadence continues to boggle the mind, with more than 1,200 product updates and features delivered in the last year alone.
CANVAS P31
APPle of our eye
The power and promise is right in front of you “Marketers can use customers’ geo-locations to identify predictable patterns of shopping activities, their purchasing behavior and what local stores shop often,” Miller says. “This can help track and target travel history, identify local competitors and use this to influence their marketing strategies. Tracking in-app activity can help determine which content is resonating most with certain segments of customers based on things like location, age, gender, etc., so that marketers can hyper-personalize their interactions.” Look no further than Uber, which uses its mobile app to collect and analyze customer data with programs such as the UberPool service. After gathering and analyzing massive amounts of customer data, Uber analysts were able to identify a ride trend – users often make similar trips at similar times. “So, why not offer those customers the option to share a ride?” Miller says. “It’s an option that would save both riders a couple dollars off the total fare and provides drivers an added revenue stream. Without the data, Uber would never have known that it could be better serving its large customer base.”
Got app? You better
If it’s a question you still haven’t asked yourself, i.e., why are apps such an integral part of the marketing and branding playbooks, here are more stats to maul over. According to a study by Flurry, Americans spend 162 minutes on their mobile devices per day, mostly in apps. As a savvy marketer, you know you must meet customers where they are. Most marketing playbooks read that your customers need to hear or see your brand approximately 20 times to truly notice it. So, given the amount of time that people spend on their phones, having a mobile app undoubtedly will get your brand noticed and keep you top of mind.
“Brands want to – and rightfully so – control the customer experience, remove as much friction as possible and collect rich data sets that enable them to create more personalized engagements.” – Margie Kupfer, VP of Marketing, 3C It’s something the team at 3C has spend a considerable amount of time studying. The dynamic collection of technical and strategic experts empowers leading brands and retailers to develop deeper, more valuable relationships with their customers. Through its mobile marketing services, 3C extends the connection between customers and brands, driving increased loyalty, brand awareness and results. The crux of these connections is being developed via apps. “They are such an integral part of a brand’s marketing strategy,” says Margie Kupfer, VP of marketing for 3C. “Brands want to – and rightfully so – control the customer experience, remove as much friction as possible and collect rich data sets that enable them to create more personalized engagements.”
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APPle of our eye But Kupfer says the reality is that only the best customers are downloading a brand’s app, leaving a large audience unengaged. “Brands are now starting to recognize they need an ‘app plus’ strategy to complement their app and engage a wider audience. This can include tactics such as SMS and a mobile wallet, which are both lightweight ways to communicate.” In the end, the key is actionable data. Take Cloud Consultancy, which creates web-based, customized and industry standard apps that work with a number of a CRM and Google apps. After the company noticed a trend in Canadian visitors on its site from a passive analytical data study from its app, it crafted a marketing campaign specifically targeting its northern neighbors. “It’s easy for an app to dump a bunch of data on their users, but to make sure that the data is useful is the trick,” says Sarah Sivesind, operations manager at CloudConsultancy. “Even better are the apps that help figure out how to use the data. The best apps are very aware that their end users may not have a single marketing person on staff – they strive to fill that gap.” Perhaps the mother of all app examples is the uncanny success of Pokémon Go, which was amazingly downloaded more than 10 million times within a week of its release. The geolocation-driven social media phenomenon has gone on to redefine the customer engagement experience, with brands such as Starbucks unveiling offerings based on Pokémon characters.
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“The best apps are very aware that their end users may not have a single marketing person on staff – they strive to fill that gap.” – Sarah Sivesind, Operations Manager, CloudConsultancy And with technology changing on a dime, future uses of apps will be even more amazing. “Artificial Intelligence (AI) and machine learning are already at the front-and-center of apps today,” Miller says. “In 2017, AI features within apps will become the new norm. Machine learning is no longer just being leveraged by tech giants. It surrounds the consumer every day – being used to surface the most interesting or relevant content in various social media feeds to classifying photos en masse or making purchasing recommendations – all of which make for a more positive user experience.” As any marketer would truly attest, AI will become so embedded into the majority of our consumer and business apps that we will barely be aware it’s there. And there just may be an app for that.
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CANVAS P35
SALES
P36 CANVAS DECEMBER 2016
Feature Story
Sales tips from the rich and famous By Linda Bishop
ome days, I jump out of bed, grab a cup of coffee and dive into work, ready to conquer the world. Other times, I sigh when the alarm goes off and drag myself out from under the warmth of the covers. On these days, I need more than coffee to get going. It takes motivation and encouragement, and I find it by reading quotes from people I admire.
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Grit & glory Coaches, creative geniuses, writers and inventors. Military and
Sales is all about taking steps. Do something today to get
business leaders. Sales and marketing experts. People who made
something tomorrow. But many sales professionals get caught
history and triumphed over enormous obstacles. All of them have
up in reaction mode and lose sight of this. They spend their day
spoken to me through their quotes. Their words put events in my
solving penny-ante problems instead of investing time in setting
own life into perspective, stopped me from complaining about
up big wins.
something that was my own fault and responsibility, and made me square my shoulders and go forward. Here are seven of my favorite quotes, and how they apply to today’s sales professionals:
No. 1
Tick. Tick. Tick. Hear the clock. Know what’s really important. Get important tasks done today.
No. 3
Many years ago, I was an estimator at a printing company. Ted
“You don’t have to be great to start, but you do have to start to be great.” – Zig Ziglar
was one of the salespeople. He was a hard worker with years of
Starting can be darn hard, especially when you’re thinking about
experience, successful but not one of the superstar performers.
a task that requires mental fortitude, like outbound selling, or has
“What we think we become.” – Buddha He called on a Fortune 100 company that bought a lot of printing and had a tightly controlled vendor list. Every two years, they put out an RFP. Ted had participated in the RFP multiple times, but never won.
no quick and easy pay-off like turning a satisfied customer into a loyal customer. In sales, you have a lot of freedom to decide what you do. It’s easy to find a hundred reasons why you should do something low-
The contract came up for bid and Ted turned in a hefty pile of
risk and low-return right now. But if you listen to the take-the-easy-
quotes. My boss grumbled about wasted effort and assigned me
route voice in your head, you can be good, but you won’t be great.
the task of producing the estimates. It was a big project with lots
If greatness is your goal, then what do you need to do to
of details to be nailed down. I spent a lot of time talking to Ted.
achieve that? Figure it out and start today.
He got my questions answered, and he did something more im-
Most of us will not become famous, but everyone has the ability to make a difference in their own life and the lives of others every single day.
portant. Our conversations made me think we could win the bid. Once my mindset changed, my actions changed, too. Instead of putting in the minimum effort, I pushed myself to think creatively and look for better options. By collaborating with production, we found ways to cut costs in prep, the pressroom and bindery. As a team, we worked hard and put our best foot forward. Ted turned in the bid. A month went by, and then he got the news. We won the contract. As a result, Ted become the top salesperson at the company, with sales that peaked at $10 million. When I went into sales, he became my mentor. He taught me many lessons, but many of them had to do with the power of thought. What you think is what you become. If you think you can make the sale, you’ll push yourself harder. That extra push is what it often takes to win.
No. 2
“Lost time is never found again.” – Ben Franklin
No. 4
“I have not failed. I’ve just found 10,000 ways that won’t work.” – Thomas Edison I’ve always been a fan of Edison’s, ever since I read his biography for a fifth grade book report. Though he was hearing-impaired, this
Do you want more meetings? Quit talking and do something. Do
personal challenge did not prevent him from becoming one of the
you want to close more deals? Try something different the next
greatest inventors ever with more than 2,300 patents worldwide.
time you close. Do you want to be the single source at your big-
Like the best salespeople, Edison was successful because he
gest account? Quit wishing and take the first step today to make
didn’t quit and learned from his failures. He tried new things, re-
it happen.
flected on outcomes and didn’t stop when an idea didn’t work.
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Grit & glory When failure gets you down, read these words from Thomas Edison. Then, try again.
No. 5
Tick. Tick. Tick. Hear the clock Know what’s really important. Get important tasks done today.
“Before anything else, preparation is the key to success.” – Alexander Graham Bell “What you don’t Bell, like Edison, was born in 1847. His wife and his mother were both deaf. That led him to research hearing devices, resulting in do can be a the invention of that amazing and important tool used by sales destructive force.” professionals everywhere – the telephone. In sales, you must be prepared on two levels to succeed. On the – Eleanor Roosevelt
No. 6
first level, you develop fundamental selling skills. Selling abilities
Take a minute to consider important selling tasks. Are you doing
result from reading and study, formal training, conversations with
those tasks regularly? If the answer is no, could this lack of activity
peers and your boss, as well as practice. To consistently succeed
lead to problems in the future?
in sales, laying this groundwork prepares you to compete and win.
Choices are powerful. Think about what you’re choosing to do
The second level is preparation for specific tasks, such as plan-
– and what you’re choosing not to do. If you want to be ready for
ning what you will say on a phone call, developing an agenda for a meeting or thinking through your approach to closing a sale. This preparation requires thought and time. How do you prepare to win deals today? What are you doing to ensure you have the right fundamental selling skills to succeed in today’s marketplace? Where do you see opportunities to improve?
a success-filled future, choose wisely today.
No. 7
“Without a struggle, there can be no progress.” – Frederick Douglass Born in 1818, Douglass lived as a slave in Maryland until he escaped in 1838. At the age of 23, he made his first speech at the Massachusetts Anti-Slavery Society’s annual convention in Nantucket, sharing details about his life as a slave, and how he endured beatings, starvation and cruelty. For the rest of his life, Douglass fought to bring equality to all races, and later in his life, all genders. He accepted struggle as part of the process. He never quit, and he made a huge impact in our world. Everyone has tough days. The next time you find yourself discouraged by a prospect who ignores you or the loss of a big order, accept the struggle as part of the sales process and keep pushing. Buddha and Ben Franklin. Zig Ziglar, Thomas Edison and Alexander Graham Bell. Eleanor Roosevelt and Frederick Douglass. Though they lived in different times and circumstances, their words contain wisdom and practical guidance for sales professionals. Find inspiration when you need it. Be a source of inspiration for others. Most of us will not become famous, but everyone has the ability to make a difference in their own life and the lives of others every single day. Good selling.
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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