IN THIS ISSUE
Lessons of the Lemming EMPOWERING MARKETING SERVICE PROVIDERS
Confessions of a storyteller 4 cornerstones of great business
FEBRUARY 2017
Monkey Business How to let go and let things happen
BEYOND INNOVATION
DISCOVER SOLUTIONS CANON SOLUTIONS AMERICA NAMED A LEADER IN WORLDWIDE HIGH-SPEED INKJET PRESS BY IDC MARKETSCAPE FOR 2016 1 The IDC MarketScape 2016 recognition encompasses Canon Solutions America Production Print Solutions’ breadth of product offering — as well as innovative workflow software and service expertise — with end-to-end solutions ideal for specific industries including financial, insurance, retail, healthcare, higher education, non-profit, advertising, and publishing. A trusted partner and recognized leader in the industry, Canon Solutions America’s commitment to its customers has led to a digital production lineup unrivaled in the marketplace.
END-TO-END SOLUTIONS PROFESSIONAL SERVICES INNOVATIVE WORKFLOW SOFTWARE
There’s only one name you need to know in production printing — and beyond. We’re one Canon. We’re here for you. Download our Portfolio of Innovative Print Solutions: PPS.CSA.CANON.COM/NEWOPPORTUNITIES 877-623-4969 CSA.CANON.COM
Canon is a registered trademark of Canon Inc. in the United States and elsewhere. All other referenced product names and marks are trademarks of their respective owners and are hereby acknowledged. 1 IDC MarketScape: Worldwide High-Speed Inkjet Press 2016 Vendor Assessment; Sept. 2016; Doc # US40331116 © 2017 Canon Solutions America, Inc. All rights reserved.
FEBRUARY VOLUME 11 • ISSUE 1
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Inside this issue| Publisher’s Note
BOILERPLATE
ALSO INSIDE
28 20 34 38 THE LESSON OF THE LEMMING
CREATIVE CORNER Molly Z Art & Design
How mass appeal can be dangerous
04
Publisher’s Note: Go Ape
10
STAT PACK
06
08 P2
Focus on your strengths
14
CANVAS FEBRUARY 2017
CANVAS Buyer’s Guide
BEHIND THE CURTAIN
12
12 tips for getting the most out of your sales calls
Defining the four Makers’ Corner cornerstones of a great business Materials matter
11
CORNER OFFICE
THE ASK
Industry news & awards
16 17 18
The new choice GPA The Flenex Advantage Fujifilm Simply the best Canon
Zero in. Profit on. YOUR BRANDING HERE
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888.887.6485 cservice@wsel.com Order online 24/7 365 at wsel.com
Inside this issue| Publisher’s Note
BOILERPLATE
GO APE Catching monkeys in the jungle starts by cutting a small hole in the top of a hollow gourd. With the monkey as a witness, the gourd is filled with peanuts and candy, and left for his consumption. The curious primate quickly approaches the gourd, inserts his hand into the tiny hole and grabs the nuts. As he goes to pull away, his fist full of goodies get stuck, and he’s safely captured and moved to a new home. The moral to the story is that the monkey would have gotten away if he had only “let go.” So let go of past breadwinners, including people, products and services. Let go of conventional wisdom and traditions. And let go of your ego. The most successful people let go of what was and embrace change going forward. So, don’t monkey around and just let go. We must let go of the In our cover story this month, “Monkey things that put us where we Business,” we’re so proud to have talked with Jason Jennings, the highly acclaimed are today. We must realize author and business guru. I heard Jason tell that, in some ways, those the monkey story years ago – a story that very same things are obviously has resonated with me. As one holding us back from great who loves analogies, this one seems so apopportunity and growth. plicable to our industry and how we must act going forward. I have met a lot of people over the years who “get it.” In other words, they understand the idea of the new economy and that our Industrial Age mindset no longer works. They can even accept the idea of nurturing a community of followers with a much different connection recipe. But many struggle to let go. It seems that habits are hard to break, and the magnetic pull of the short-term is remarkably powerful. We must let go of the things that put us where we are today. We must realize that, in some ways, those very same things are holding us back from great opportunity and growth. Now, don’t get me wrong, I don’t believe that means you completely discard traditional assets. In many cases, you need those pieces to help you incubate a new future. But I do think we need to let go of the power they have over us, so that we can be free to embrace new horizons. At CANVAS, we have adopted the “Be the Monkey” mantra. We have let go of some of the stuff we have done in the past to get us here. We are embracing new ways to deliver content, such as CFO, our new set of online articles, Brush Strokes, our fun and casual podcast, and our updated app and online CANVAS Buyer’s Guide, which you can find at (www.thecanvasmag.com). As Jennings and noted thought leader Doug Hirschorn tell us in our cover story, we tend not to let go because we fear the response, but there is a long-term dull pain that coincides with not letting go. Therefore, it’s time to go ape, let go and be the monkey. I know we have. All the best,
Mark Potter, Publisher @MarkRicePotter
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CONTRIBUTORS
Linda Bishop, President, Thought Transformation @Linda_Bishop Randy Bell, PhD CEO, Landmark Research @RandallBellPhD Justin Ahrens Founder & Principal, Rule29 @justinahrens Carmine Gallo Author/Instructor Harvard University School of Design @carminegallo
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 11, Issue 1. copyright 2017 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
AI IS IT 58% Increase revenues
59%
Generate a better sales close rate
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CANVAS FEBRUARY 2017
Ask B2B marketers to name the next big thing, and artificial intelligence is it. According to the “Artificial Intelligence (AI)” survey by Demandbase and Wakefield Research, 72 percent say AI will revolutionize the sales and marketing world over the next five years. Interestingly, the survey, which queried 500 B2B marketers, managers and C-suite level executives, showed that only 10 percent currently are using AI today. To be worth pursuing, here’s what they say AI must be able to do:
54% Improve website traffic and engagement
52%
Convert more leads
The Numbers Game
Insights
41 46 40
The percent of brands that say content-enabled campaigns have 20-30% higher open rates than traditional campaigns (“The Campaign Confidence Gap Report” by Demand Gen Report and SnapApp)
The percent of marketers who say their B2B firms make extensive use of marketing automation tools (“B2B Marketing Data Report” by Dun & Bradstreet and Ascend2)
The percent of consumers who say they start their day by checking email right when they wake up (“The Inbox Report 2016” by Fluent)
DID YOU KNOW? About 91 percent of CEOs expect their CMOs to contribute to revenue growth in some degree, according to the CMO Council’s “Connected Interaction to Power Brand Attraction” report. With the expectations today that marketing will lead top-line revenue growth, 35 percent of CEOs have high expectations that CMOs contribute to top-line growth, 33 percent said revenue generation is
the primary mandate of marketing, while 23 percent have moderate expectations along the same lines. The report, which surveyed 198 global senior marketing executives, explores how digital transformation is impacting marketing and an organization’s ability to grow and profit from expanded relationships with its customers.
WHAT’S YOUR COMPANY’S 3.5% BIGGEST PRIORITY? Reducing time spent on admin
Other
6%
As we fine tune the key strategies for 2017, what are your biggest priorities for the new year? According to data Tracking workflow from GetApp Data Research, attracting 6% better and retaining clients heads the wish list, with 57.6 percent stressing that’s Getting paid faster/ 6.6% the priority. With small business speeding up the uncertainty at a 42-year high, the invoicing process survey queried more than 500 US-based % 7.8 Improving software respondents from a panel of small and and IT infrastructure medium-sized businesses. To compare your top strategies, here’s what’s on Reducing cost their agendas for 2017: of business
Attracting and retaining clients
12 .6%
57.6%
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Perspective | Leadership | Insights
CORNER OFFICE
BY JUSTIN AHRENS
Focus on your strengths Do you ever sit down and think, “Man, I’m really good at this or that”? Too often, it seems like we focus on what’s wrong with us. We think that if we can just fix that one thing – lose some weight, master this extra skill or whatever – everything would be a little better. And there’s some merit to that, but what about focusing on what you’re great at doing? We tend to focus on our weaknesses or things we’d like to change. The constant messaging that we’re inundated daily with doesn’t help. I know, image, desire, fear and sex sell. They create scenarios of want. I’m in a profession where it’s all about constantly trying to help our clients attract people to their product or services, but I’m a firm believer in truth selling products, because truth builds relationships better than any manipulation. One of the foundations of truth is strength. When we focus on our strengths, we have a firm foundation to build on and evolve. We all are great at something. The key is identifying what those strengths are and accepting them. Focusing on these areas of ability is a major key to having a more fulfilled and confident self-image. I often meet people who feel they have nothing special to offer, who think there is nothing unique about them at all. One of my favorite things to do socially is help individuals discover what their strengths are. Often, it’s a short process, because our strengths usually are aligned with our passions, but we tend not to view those items as strengths. For example, I love people. I realized at a young age that I enjoyed meeting new people in any and all social settings. I can walk into a room and not know anyone, and walk out with some new friends. I think part of that is due to the fact that I’m genuinely fascinated by people’s lives: their experiences, what they do, who they know, and what makes them excited or frustrated with life. As a kid, the fact that my family moved around a lot forced me to get past the awkwardness and fear of new things and go into social settings with the attitude of making the best of it.
Hello, my name is...
A simple “Hi,” a smile or a handshake is all it takes to get you introduced to someone. From there, it’s really just asking questions and listening. I never looked at this “ability” as a strength – I saw it as more of a skill to avoid boredom at parties. When I started my business, I knew I would have to network. I found my curiosity to meet people was an incredible business advantage. I’d become acquainted with people on a plane, at a restaurant, at a trade show – you name it.
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Over the years, I’ve been working on ways to get even better at meeting people, and I now see this strength as an awesome advantage. I’ve been able to help my coworkers and friends to get over their fear or lack of experience in connecting as well. I have used this social ability as a springboard for creating other ways of connecting via social media, writing and speaking. These have been natural extensions of feeling comfortable in social settings and building on them. To illustrate this differently, I love LEGO ®s. One of my favorite parts of having kids is being reintroduced to some of your childhood toys as an adult. At my house, we have thousands of LEGO ®s (which are magical to play with except when it’s dark and you step on them), but that’s not my point.
Instead of focusing on your weaknesses and how to improve on those all the time, why not challenge yourself to build on some things that you’re already good at? When you build with LEGO®s, you can take any color and any shape, and make whatever you want. Once you start, you’re always building off something that exists. And as you build, you can expand, strengthen or do both to create your LEGO® masterpiece. Instead of focusing on your weaknesses and how to improve on those all the time, why not challenge yourself to build on some things that you’re already good at? What is on that list? What qualities are work-related, and what ones are not? I’m positive you can take those skills and use them to expand your strengths into areas that you’ve been struggling with. Often, it’s just coming at those areas from a position of strength versus weakness. So, what are your strengths? Think about what you do naturally and well, and when you have your top five, be LEGO®-like and start building. Justin Ahrens is founder and principal of Rule29, an award winning suburban Chicago-based strategic creative firm. He is a frequent guest blogger, national speaker and author of “Life Kerning: Creative Ways to Fine Tune Your Perspective on Career and Life” (Wiley). Follow him and Rule29 on Twitter – @justinahrens and @rule29.
5,800 NFL football fields per day! many wood for making paper and e vid pro ich wh ts, es for S. U. Did you know that y between 2007 and 2012! da r pe s eld fi ll tba foo L NF 00 other products, grew by 5,8 Love magazines? You’ll love them even more knowing they’re made from natural and renewable wood.
Source: USDA Forest Service, 2014 Two Sides is a global initiative promoting the responsible use of print and paper which, when sourced from certified or sustainably managed forests, is a uniquely powerful and natural communications medium.
Discover more great #PaperFacts at twosidesna.org
Perspective | Leadership | Insights
CORNER OFFICE
BY RANDALL BELL
Defining the four cornerstones of a great business All of the world’s greatest structures rest on a solid foundation. Medieval Europe’s epic castles. The Roman Empire’s aqueducts. The temples of Ancient Greece. The Great Wall of China and the pyramids of Ancient Egypt. Throughout the world, these majestic structures have stood the test of time. And the integrity of every foundation depends on the four cornerstones that were chiseled one hammer swing at a time. Great businesses, like buildings, must have a solid foundation – a framework that is only as strong as its four cornerstones. Often businesses are thought of as single entities that must do one thing well to succeed. But just as a building with a single cornerstone would collapse, your business cannot succeed with only one cornerstone, no matter how strong. Every successful business foundation should feature four cornerstones – Me, We, Do and Be.
The Me Cornerstone
When you’re building the Me cornerstone, you’re building knowledge and wisdom. You focus on your thoughts, feelings and attitudes. Building the Me cornerstone means you don’t just conduct business day-to-day and react to whatever comes up, but you listen, learn and carefully choose your direction. Spend time in deep thought to develop intellectually, spiritually and philosophically. Take time to turn off all the noise, knowing that great insights already reside inside of you if you take time to listen. For a business, this could mean taking some quiet time at the start of every day to reflect on the mission of your company and to plan for the day. Common signs of a weak Me cornerstone include an arrogant, know-it-all attitude, a confused company mission and a widespread sense of spiritual poverty. The signs of a strong Me cornerstone are that everybody is continually learning, people know why they’re doing the work they’re doing, and they see this work as service to a greater cause.
The We Cornerstone
When you’re building relationships, you’re within the We cornerstone. Here you connect with the right people and build your circle of success. Within this cornerstone, you develop culturally, sociologically and influentially. You build social capital and avoid toxic people. You recognize that the most important force on the earth is kindness. Show appreciation to your staff, your vendors and your customers. A weak We cornerstone features poor morale, a breakdown in communication and widespread conformity. To be strong, you must foster an energetic and elevated spirit, a creative and expressive team, and make sure that everybody knows and embraces their unique style.
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The Do Cornerstone
You’re building the Do cornerstone when you build productivity. This includes the physical, financial and environmental aspects of a business. In the context of a business, the Do cornerstone means adding value to the company, your customers and clients, and producing quality products and services. It also means staying healthy, keeping to the budget and maintaining a pleasant office environment. A weak Do cornerstone consists of bad health, debt and clutter. Signs of a strong Do cornerstone are that you’re in shape, adding value and keeping your spaces clean, tidy and pleasant.
Great businesses, like buildings, must have a solid foundation – a framework that is only as strong as its four cornerstones. The Be Cornerstone
The Be cornerstone is where you build the future of your business – develop and set goals, manage your time and document your achievements. Ultimately, you contribute to building something bigger than yourself and your day-to-day work. This is where you break out of your comfort zone, set goals and create something timeless. A weak Be cornerstone shows up as aimless wandering, poor execution, shortsighted and selfish decisions. Signs of a strong Be cornerstone include clearly stated goals, executing goals and a strong sense of history. Cutting corners is disastrous. History books are full of examples of companies that have ignored one or more of these cornerstones. The initial result is a feeling of something that’s just not right with the company culture. And the end result is often collapse. The slow, difficult process of building each of these four cornerstones of Me, We, Do and Be is not always glorious, and often may go unnoticed for years. But in the long run, cultivating these four cornerstones will help build the foundation of your business. Randall Bell, PhD, CEO of Landmark Research, is a socio-economist, speaker and author of “Rich Habits Rich Life.” Over the years, he has consulted on such cases as the collapse of the World Trade Center towers, the Flight 93 crash site and the OJ Simpson case. For more information, visit www.DrBell.com or www.coreiq.com.
Perspective | Technology | Insights
CORNER OFFICE
What would Howard Shultz do? As you prepare to deliver on your company’s mission in 2017, here are five leadership lessons from Starbuck’s indelible founder and CEO:
ACTING THE PART 5 value-added behaviors every salesperson needs
1. Be passionate about how your products and services help improve the lives of their employees and customers 2. Never grow tired of sharing stories that shaped your character 3. Treat your employees benevolently 4. Obsess over every aspect of customer experience 5. Remind your employees of what the business they’re really in is all about
Quick, what do you do to get your clients interested in buying what you’re selling? Do you show up in person? Sure, that always works. But there are other ways to get them invested in the buying process, according to People Metrics’ “Start Your Winning Streak: 7 Lessons for the Modern B2B Sales Leader” report. The survey asked 750 purchasing professional services decision-makers how they add value in their interactions. Here are five valueadded behavioral traits you can add to your arsenal:
1
Responsiveness
2
Preparation
3
Listening skills
4
Knowledge
5
Unexpected insights
Follow up in a thorough, accurate and timely manner – before and after meetings.
Do the required preparation work for the meeting, e.g., get up to speed on the business, deliver what was promised, etc.
Ask insightful questions and actively listen to understand the issues and challenges driving the buyer’s needs.
Demonstrate an in-depth knowledge of solutions and services, and relate them to the buyer’s current business strategy and needs.
Provide value-added advice and guidance by adapting solutions, demonstrations and materials to reflect the unique situation of the buyer.
Over the past few years, we saw a shift from the backseat – a more reactive marketing role – to the driver’s seat, with companies anticipating customer needs and translating them into valuable solutions and services.” – Marianne Hewlett, CMO of Atos, on the evolving role of today’s marketing leaders
CANVAS P11
BEHIND THE CURTAIN
Around the industry
GPA has relocated its corporate headquarters to a new, state-of-the-art facility at 8701 West 47th St., Suite A, in McCook, Ill. The new facility is more than double the size of its previous location. All other contact information, including phone numbers, email addresses and the payment remittance address remain the same. Heidelberger Druckmaschinen AG (Heidelberg) has launched its new development center project at the company’s Wiesloch-Walldorf site. Scheduled to be completed in 2018, the state-of-the-art research facility will include some 1,000 working places. In addition, Heidelberg USA recently launched Heidelberg Connect, a new resource center for customers to easily access relevant information. In addition to a new website, which is complementary to the existing Heidelberg website, customers can download the free Heidelberg Connect app available for iPhone and Android via the App and Google Play stores. Heidelberg Connect is designed to support customers in their purchasing decisions by highlighting trends in printing technologies and the business reasons behind Heidelberg’s most recent installations. Resources include press releases, educational videos, white papers, product guides and brochures, Heidelberg Direct and Heidelberg News magazines, and blogs written by Heidelberg experts. Quad/Graphics has expanded its direct marketing personalization capabilities with the installation of a new Hewlett-Packard C800 four-color variable inkjet print module system in its Effingham, Ill., facility. Quad’s expansive personalization platform presents clients with the means to tailor messages to individuals based on data elements that are highly relevant to what they are doing or what is important to them at that moment. The four-color variable inkjet technology serves up tailored content of most interest to each individual consumer. Showcasing personalized content, images and offers that reflect their purchase history, as well as browsing and sharing habits, gives marketers an edge in generating revenue and building loyalty.
Awards & Recognition Two of Canon U.S.A. Inc.’s Océ Arizona series printer models received the Specialty Graphic & Imaging Association (SGIA) “2016 Product of the Year for UV Flatbed + White $100-200k: Océ Arizona 1280 GT” and the SGIA “2016 Product of the Year for UV Flatbed + White $200500k: Océ Arizona 2280 XT.”
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The Ben Franklin Honor Society of Printing Industries of America (PIA) inducted seven industry leaders during its recent awards ceremony at the PIA Fall Administrative Meetings in Kansas City, Mo. The Honor Society is comprised of industry leaders who have made lasting contributions to advancing print and graphic communications. Inductees have rendered outstanding and/or meritorious service to associations such as PIA, its affiliates, the Print and Graphics Scholarship Foundation (PGSF) and the industry. Honorees included: Thomas D. Conley of the Professional Printers Company, which is owned by Loxcreen Company; Twyla D. Cummings, senior associate dean in the College of Imaging Arts and Sciences and a professor in the School of Media Sciences at Rochester Institute of Technology; Douglas J. Grant, president of Westamerica Graphic; Cheryl Kahanec, president of EarthColor’s Marketing Solutions Group; Susan P. Nofi, senior VP, Human Resources and General Counsel for Heidelberg USA; William D. Prettyman, president/CEO of Wise; and Denny Shorett, former chairman of Printing Industries Association of Southern California (PIASC) and president of Printing Industries of California (PIC).
Mergers & Acquisitons Australian packaging giant Orora will acquire U.S.-based The Register Print Group. The $59 million acquisition will help bolster Orora’s U.S. and point-of-purchase (POP) footprints. The 40-plus year old, family owned Clifton, N.J.-based printer operates two leased facilities and employs 100 people, who will stay on board under Orora’s leadership. Buyers Laboratory, a digital document management and imaging company, has joined forces with market research and consulting company, InfoTrends, to form a new company – Keypoint Intelligence. The new firm will specialize in providing market insights tools to customers in the digital imaging industry. Both firms will continue to work on their product lines, but under the same new name. Fairfield, N.J.based Keypoint Intelligence has 125-person staff that specializes in providing tools for go-to-market services, competitive intelligence, customer engagement, comprehensive market research and content creation. To enhance its North American presence, Alliance Franchise Brands LLC has added Richmond Hill, Ontario-based KKP Canada into its network. The agreement adds 50 franchise locations to the Plymouth, Mich.based Alliance franchise network and triples its Canadian presence. Under the agreement, KKP Canada CEO and Vice-Chair Gigi Harding will remain active in KKP Canada through the transition as a key advisor. The company also will retain its offices in Richmond Hill.
Industry news & more
Personnel Moves Rochester Institute of Technology recently named former Kodak scientist Bruce Kahn as its new director of business development for the New York State Center for Advanced Technology for Additive Manufacturing and Multifunctional Printing (also referred to as the AMPrint Center). Kahn, who has more than 15 years of experience in the area of printed electronics, chemistry and materials science, will help advance economic development opportunities in the growing field of multifunctional printing through university, corporate and government collaborations based at the AMPrint Center. Printing Industries of America (PIA) has named its 2017 Officers and Board of Directors. Curt A. Kreisler, President of Gold Star Printers, was named Chairman of the Board; Bryan T. Hall, President and CEO, Graphic Visual Solutions Inc., First Vice Chairman; Michael Wurst, CEO, Henry Wurst, Second Vice Chairman/ Association Relations Committee Chairman; Paul Cousineau, VP, Prepress Operations, Dow Jones & Company, Secretary to the Board; John E. LeCloux, VP of Operations, WS Packaging Group, Treasurer; and Bradley L. Thompson, II, President and CEO, Inland Press Board; Past Chairman of the Board. Also joining the Board are: Roger Chamberlain, Cincinnati Insurance Co. (representing Printing Industries of Ohio–N. Kentucky); Scott Vaughn, The Standard Group (the Graphic Arts Association); Pat McBride, Envision Printing (Printing & Imaging Association of Georgia); Ryan Stevens, Replica Printing Services (PIA San Diego); Dawn Nye, Konica Minolta Business Solutions (the vendor community); and Tad Parker, PINE (affiliate managers).
WHAT’S GOING ON? LET US KNOW!
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.
People-centric
PIA names Best Workplace Awards Thirty-three graphic companies were honored for their work in creating outstanding workplaces by Printing Industries of America. Of the honors, 11 received the coveted designation of “Best of the Best,” while 22 garned “Best Workplace” honors. The program was created to recognize graphic arts companies for their outstanding human relations efforts that contribute to a successful workplace. To be recognized for the award, companies had to excel in eight different categories: management practices, work environment, training and development, recognition and rewards, workplace health and safety, health and wellness, financial security, and work-life balance. The handful of companies that are awarded the coveted “Best of the Best” designation are seen to provide an extraordinary environment for their employees and are rewarded with low turnover and high employee engagement. The winners included:
The Best of the Best: Small Company
Vox Printing, Oklahoma City, Okla. Syracuse Label & Surround Printing, Liverpool, N.Y.
The Best of the Best: Medium Company Suttle-Straus, Inc., Waunakee, Wis. Phototype Engraving Co., Cincinnati Disc Graphics, Inc., Hauppauge, N.Y. Hopkins Printing, Columbus, Ohio Mosaic, Cheverly, Md. Transcontinental Robbie Inc., Lenexa, Kan.
The Best of the Best: Large Company / Multi-Plant
Smyth Companies, LLC, St. Paul, Min. American Packaging Corporation, Rochester, N.Y. Weldon Williams & Lick, Inc., Ft. Smith, Ark.
Best Workplace: Small Company
Runbeck Election Services, Inc., Tempe, Ariz. SeaChange Print Innovations, Plymouth, Minn. Sundance Press, Tucson, Ariz. Digital Print Solutions, Richfield, Ohio Elk Grove Printing, Elk Grove Village, Ill.
Best Workplace: Medium Company
Boutwell, Owens Co., Fitchburg, Mass. CRW Graphics, Pennsauken, N.J. Midland Information Resources, Davenport, Iowa The John Roberts Company, Minneapolis Communicorp, Inc., Columbus, Ga. Tailored Label Products, Menomonee Falls, Wis. Allen Press, Lawrence, Kan.
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Makers’ Corner
Materials matter We find ourselves at a pivot point. In today’s “digital-first” world, the competition for our audiences’ attention has risen to a fever-pitch. They are overwhelmed with information and bombarded with more and more content with less and less impact. More than ever, what we make as graphic arts professionals needs to matter, to make an impression and to elevate itself from the endless churn of communication facing consumers today. Printing, something so familiar to all of us, is re-emerging as a powerful way to do this. In its own visceral way, print is proving to be a super-effective choice to slow people down, activate their senses and command attention. Think of it this way, the end result of any print project is a physical object. As obvious as this seems, print’s physicality is what separates it from digital communication at a fundamental level. Printing is inherently tactile, it engages with a user’s senses of touch and sight, and by doing this conveys thoughts and emotions in ways digital information can’t. In his recently published book, “The Revenge of Analog: Real Things and Why They Matter,” author David Sax examines how people are rediscovering analog objects as diverse as vinyl records, board games, film and yes, wait for it, print on paper. His purpose is not to rail against digital, but to reveal how these analog materials play a surprisingly valuable role in our increasingly virtual world.
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One simple thing you can do to dial-in the analog power of print is to carefully and deliberately choose the best materials for every print job. As you can imagine, I have a particular affinity for this aspect of print given my tenure of almost three decades in the paper industry. Paper and all of its tactile, analog impact has always been powerful way to any printing project in the crucial way it supports and amplifies content. Materials in general, and paper specifically, are pillars of communication just like copy, design and print itself. In this ongoing column, I want to take you on a journey to discover how you can harness the material-power of paper by sharing strategies and success stories with a goal of helping you become a paper expert. I am convinced that some of the greatest opportunities for the printing industry lie ahead of us, as Gutenberg’s invention is rediscovered by a new generation that is waiting to be shown the beauty and impact of well-crafted print on carefully chosen paper. Up next: How to harmonize client content with paper texture.
By Chris Harrold VP, Business Development & Creative Director Mohawk Fine Papers
>> Visit Mohawk Connects.com
CANVAS BUYER’S GUIDE
SPECIAL EFFECTS/ FINISHING
The new choice
GPA’s Folex collection offers luxurious, mirror-like finish to your high-end pieces When your next print project calls for equal parts strength and beauty, you have a new choice: Folex® Pressure Sensitive and Non-Adhesive Synthetics. Exclusively available in North America from GPA, this collection gives you a premium foundation for the widest range of hardworking printed pieces. Since these PVC-free sheets are tougher and more tear-resistant than thicker PVC alternatives, they also deliver more strength and stability – even in thinner gauges.
You can rely on Folex® Synthetics to give you the unrivaled durability and dimensional stability that will perform under intense demands. Whether you’re looking to add a special touch or help a project stand out, GPA’s Folex® collection offers the right option for you. You and your customers will love how the glossy silver sheets provide a luxurious, mirror-like finish to high-end pieces. You also will appreciate that the transparent sheets provide extreme clarity without distortion, making it possible to create crystal clear graphic overlays and more. Even the white sheets go above and beyond with their opacity and glossy finish for polished, double-sided graphics without show through. These sheets are available from GPA in a range of calipers in silver, white and clear, in adhesive or nonadhesive options, to help you create the widest range of applications that showcase the diverse potential of your business. You can rely on Folex® Synthetics to give you the unrivaled durability and dimensional stability that will perform under intense demands. Because they’re compatible with a wide variety of finishing processes, including die cutting, foil stamping and folding, these synthetics can be your go-to choice for even the most rugged applications. • Folex® Non-Adhesive Synthetics are perfect for pointof-purchase graphics, indoor and outdoor signage, reference guides, medical charts, weatherproof manuals, parking permits, and more. • Folex® Pressure Sensitive Synthetics are great for product and bottle labels, promotional labels, counter graphics, shelf and bin labels, among other popular uses. Folex® Synthetics are proven to provide outstanding performance from the pressroom through the end-use environment, giving you the assurance that graphics will look beautiful right off the press through the end of its life cycle. Engineered specifically for HP Indigo presses, these synthetics offer consistent printability, and superior ink adhesion and image transfer for reliability you can count on. The next time you need the best of both worlds, count on Folex® from GPA to deliver both reliability and good looks.
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The Flenex Advantage
PRESSROOM SUPPLIES
How the innovative water-washable chemistry is changing the print game
For today’s printers looking to increase their productivity, while shaving their cost of business, Flenex offers the best of both worlds. Fujifilm’s innovative Flenex water-washable chemistry provides the highest flexo print quality at the fastest production times available. And, here’s another key factor – it offers a significantly lower cost-in-use than all other flexo plate-making technologies. For today’s printers looking to increase their productivity, while shaving their cost of business, Flenex offers the best of both worlds.
Here are seven reasons you should embrace the Flenex advantage: 1. A solution that matters Flenex eliminates all solvents and wicking cloth, while getting to press faster, running longer and producing outstanding print quality for your customers. It’s available in digital and analog versions for UV, as well as waterbase and solvent inks.
2. Speed With a total process time of under 40 minutes, Flenex is more than three times faster than solvent systems, 1.5 times faster than thermal and 25 percent faster than competitive waterwashable plates.
3. Productivity The Flenex Advantage gives you faster plate-making time, translating into significantly more output per shift. That allows reduction of labor costs, which means you can allocate that time to more value-added activities.
4. Print quality With 200 lpi, 1 percent flat top process dot, and superb dot structure, Flenex delivers consistent ultra high quality prints.
5. Environmentally friendly Flenex’s exclusive chemistry requires use of only a mild detergent for washout. This eliminates the potential negative environmental impact of manufacturing, applying, transporting and disposing of solvents.
6. Safety The low pH level of this unique washout solution provides a much safer work environment than other water-washable or solvent plates that require high alkaline solution and create industrial waste.
7. Ink compatibility Both the analog and digital versions can be used with UV, waterbase or solvent-based ink. There’s no requirement for different plates for different ink types. Since the only equipment required to process Flenex is lowcost standard water-washable equipment, both the cost of the thermal and solvent systems and the sizeable footprint is significantly less. While almost any existing water-washable equipment can be used with Flenex, Fujifilm also offers a full range of equipment, from small stand-alone units to much wider full in-line systems.
CANVAS P17
CANVAS BUYER’S GUIDE
VARIABLE DATA DIGITAL IMAGING
Simply the best
Offset-like quality from Canon’s imagePRESS C10000VP
Speed. Usability. Functionality. Canon U.S.A. Inc.’s imagePRESS C10000VP Series tackles the demand for the flexibility of digital output that meets offset print quality and color consistency requirements head on, representing the value and quality synonymous with the imagePRESS brand.
In today’s highly competitive print landscape, the imagePRESS C10000VP Series provides the edge you need to exceed your customers’ expectations. Built to deliver the relentless throughput print professionals expect in high-volume environments, the imagePRESS C10000VP combines the best of image quality, productivity, broad media choices, superb reliability, proven in-line finishing options and integration into a wide variety of workflow solutions – all without sacrificing one feature for another. From customized direct mail, to make ready automation, in-line and near-line bindery, the imagePRESS C10000VP is engineered to run a wide range of media types and weights without sacrificing overall productivity.
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Along with supporting a monthly duty cycle of up to 1.5 million letter images, the imagePRESS C10000VP offers a host of unique and proven technologies that help produce consistent and vibrant images on a wide variety of standard and specialty media at full-production speed of 100 images per minute. Its modular architecture allows each business to select feeding and finishing options that match their business needs. In addition, the PRISMAsync Color Print Server’s embedded G7 calibration helps achieve high quality and predictability – even across multiple engines or locations – following a uniquely simple and fast process. The imagePRESS C10000VP – the first DFE to obtain the Idealliance G7 Certification – already is gaining global recognition. For example, it recently was named the European Digital Press Association’s (EDP) “2016 Best cut sheet color A3+ printer” award, which recognizes the new technical abilities the series brings to the end user. For more information, visit enablingcreativity.usa.canon.com
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CREATIVE CORNER
Creative designer
Molly Z on why the voice behind the image matters
There’s a quote from architect Samuel Mockbee that Molly Z placed front and center on her website. The quote provides insight to the passion and promise she puts into each and every project she works on. The quote reads, “The role of the artist in society is to lift the spirit, to somehow let us see the goodness in things.” Molly’s firm, Molly Z. Art + Design (www.mollyz.net), is the pride and joy of Chicago’s Glenwood Avenue Arts District, where she works with designers, architects, planners, museums, retailers, churches and schools to create large scale illustrations, hand painted murals, and collaborative art making experiences and performances. As a detailed digital illustrator, she contracted with agencies, product manufacturers and an array of different clients to create art that could affect our daily lives. The idea of permanence and experience drove her to fill people spaces with thoughtful, inspiring, lasting works of art. We sat down with Molly to see what the design community can expect moving forward:
What is the biggest thing on your to do list in 2017?
The biggest thing for me is to not only improve as an illustrative storyteller, but to improve my writing and speaking skills. I think it’s becoming more important that creatives have good verbal and written communication skills. It’s easy to rely heavily on your artwork and expect it to do the connecting for you, but a voice behind the image is becoming vital to successful creative careers. I’m working on a series of 20 x 20 presentation style talks and writing commentary on inspiring projects and people on my website.
What trends will creatives be chasing next year?
I’m happy to see many new stylishly designed flat graphic vector logos. I don’t think these are going away, in fact, I think they are becoming more prevalent and more sophisticated. I also see “playful” being portrayed in sophisticated ways. I’ve noticed many experiential graphic designers using whimsical branding and typefaces in elegant ways for signage and wall graphics. In regards to color, 2017 is going to be filled with bright, festive, hopeful colors. There has been a lot of tension in 2016, and this usually means that color trends shift toward positive palettes. We also see the “health and well-being” industry growing in new ways with celebrities developing their own athletic fashion lines, healthy-living websites and TV shows becoming overwhelmingly popular, and locally, sustainably sourced products continue to increase in our communities. I notice a lot of colorful illustrated info-graphics, patterns and symbols+icons being used in this industry. P20 CANVAS FEBRUARY 2017
“I think it’s becoming more important that creatives have good verbal and written communication skills… a voice behind the image is becoming vital to successful creative careers.”
Creative corner
What about typography?
I love how hand drawn lettering is being beautifully combined with all types of illustration, photography and products. “New-Retro” continues to be one of my favorite trends. I see contemporary expressions of vintage being used as a strong storytelling tool in typography, illustration and design, especially in industries with “hand-crafted” roots. Finally, I notice a small resurgence in simple hand-drawn illustrations used to explain ideas in a humorous ways, creating a friendly vibe. I think many of these trends are pointing to the idea that people want to experience more of life on a personal level, potentially moving away from an “over-digitized” environment.
What are your clients looking for in the creative process?
Nowadays, my clients are deeply immersed in the data and operations of their organizations. They have to be experts in their field and they want to work with other experts. More than ever, I think most people are craving beauty, meaning and assurance, especially in their work processes and daily life. I want my clients to experience these
attributes when they work with me, and are delighted by the results. Businesses turn to creatives to help transform their vision into artful messaging that emotionally connects, inspires action and creates memorable experiences. The process is most effective when a client is able to understand that you have their very best interest in mind.
What advice can you offer for designers in 2017?
My advice is to keep working attentively with clients and other brilliant creatives. We bring so much positive energy to an overworked, over-stimulated population. For obvious reasons, I’d like to see designers working more with illustrators on major branding campaigns. Illustration is becoming more ubiquitous in public art initiatives, fashion houses, boutique packaging and especially motion graphics. I think effective designers and illustrators in the future will not only need to have a strong visual style, but will also need to have a clear voice about the issues in our world. It’s very exciting to be part of the creative industry today, there are so many opportunities for visuals to touch our daily lives.
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PERSPECTIVE
Monkey Business How to let go and let things happen
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Cover Story
By Ray Glier
here is a tar pit just off Main Street filled with the bones of defunct companies that were gems of the business world 60 years ago. Of the companies rated Fortune 500 in 1955, there are about 10 percent remaining, depending on what resource you decide to cite. If you were going to pick a prime reason for the demise of these companies, it wouldn’t be automation, or globalization, or mergers. The more likely culprit was resistance to change. In other words, the salesman became more important than the innovator. It’s a situation Jason Jennings has seen play out a lot. “If you look at the graveyard of failed companies that were strong and disappeared you wonder what the hell happened,” says Jennings, noted business thought leader and New York Times bestselling author. “They had the capital; they had the brawn; they had the brains; they had the market share, yet they went out of business. Why?” Jennings says it because they could not embrace the concept of non-stop change. “A lot of CEOs start to feel entitled. ‘We were here first; we’re the biggest; it’s always going to be this way.’ Well, it’s not always going to be that way.” Change is hard. Change is the brick wall companies run into. Why is it so hard to hurdle? Sam Maniar can tell you. On any given day, Maniar works with people and companies to help improve their performances – NFL, college and Olympic athletes, and leading company executives, among others. “There is a lot of fear that keeps us stuck in the past,” says Maniar, PhD, an executive coach and sports psychologist who runs the Center for Peak Performance in Cleveland. “It could be fear of the unknown future. As crazy as it sounds, the past and failure is a certain outcome. The future is uncertain and, for some people, that is scarier than the past. There is fear of failure that drives us to hold on to that past. We are afraid to make the same mistakes again.”
“Great leaders and great companies never get in the position of having to bet the ranch because their strategy is to make lots of small bets.” – Bestselling author of ‘Think Big and Act Small’ Jason Jennings
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Monkey business Maniar says the fear of failure is like putting a stake in the ground along the company’s timeline where it made a previous blunder. The business ties itself to that stake with a bungee cord. Something will happen; some negative business development and the company slingshots back to the agony of a previous blunder on its timeline. The company has not been able to change its negative mindset and it is ruinous.
Dealing with change Doug Hirschhorn, PhD, a peak performance coach and author of “8 Ways to Great,” says companies must embrace a concept of delayed gratification. Are they willing to give up “the certain” for larger rewards later? “What I find repeatedly with people as to why they won’t change old habits is because of a fear response,” says Hirschhorn, who has worked closely with a number of Fortune 500 executives, as well as elite traders on Wall Street. “You look at that story of the Monkey and the Coconut. The monkey does not want to let go of those peanuts inside the coconut. He cannot see what the reward is for changing his behavior.”
“As crazy as it sounds, the past and failure is a certain outcome. The future is uncertain and, for some people, that is scarier than the past.” – Sam Maniar, Center for Peak Performance So, how do you deal with change? Hirschhorn says a CEO has to be able to convey the benefits of change. He has his clients do a Realistic Risk/Reward Analysis. “I force them to take an objective lens and look at it,” he says. “It’s more about getting them to look at what they are afraid of emotionally and to look at it more objectively, so they are making a more objective decision.” The other key part of embracing change is to focus on the process, not the outcome. “You can get people to change their behaviors if you can get them to focus on the process and reward them by having a good process,” Hirschhorn says. “If you acknowledge they are doing good work, and take the little steps, the outcome will get reached. People can get frozen on end results. I get them to focus on the little pieces (of change). By giving employees who are afraid of change short, measurable goals to accomplish, and rewarding that effort, you can create a reinforcement schedule. “They will want to keep doing the right things because they are getting the approval from management,” Hirschhorn says. “It is a feedback loop.”
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ways to let go Expression Whether it's verbally or on paper, you have to release your thoughts and feelings. Exercise Physical activity is one of the best ways to let go and move on. Visiualization You must clearly see where you need to go. Having a "future vision" is critical to taking the next steps. Accountability Learn what you did and try to learn from it. Failure is an opportunity. Mindfulness Learn to be present in the moment. Being in the present helps let go of the past. Source – Sam Maniar, PhD, Center for Peak Performance
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Monkey business New or old, no company is immune to the cycle. For example, Jennings expects the venerable company Sears & Roebuck, founded in 1886, to go bankrupt in 2017 because it could not change. “It is a slow-motion train wreck,” Jennings says. “They couldn’t let go of mall locations. They couldn’t let go of the way they merchandised. They held on and held on and wouldn’t change.” It is hard for companies to change when the boss won’t change. Jennings, author of “Think Big and Act Small”, says CEOs want to be the smartest person in the room, but because the boss will not let go of their ego, change does not happen. “By the time information, or innovation, reaches the boss, the subordinates have filed off all the rough edges and presented information that was merely the boss’s view of the world,” Jennings says.
“You can get people to change their behaviors if you can get them to focus on the process and reward them by having a good process.” – Peak performance coach Doug Hirschhorn
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A great leader like Great Britain’s Winston Churchill frequently asked “commoners” for their opinion so he could get honest feedback. Successful business leaders act the same; they keep their fingers on the pulse of their various business units and are constantly involved with customers. The commoners were Churchill’s customers. Sometimes, companies make the wrong changes. Sears dabbled in the financial market and failed. It sold off a breadwinner like Land’s End, and that was a failing proposition. What has to happen, Jennings says, are a series of “small bets,” or incremental changes. When Starbucks boss Howard Schultz returned to lead the company in 2008, he made 150 changes in the first 18 months. They were small bets. And if a change worked – like Via, its instant coffee – Starbucks scaled it. If a particular change didn’t work, they made notes on why it failed, and moved on. “Great leaders and great companies never get in the position of having to bet the ranch because their strategy is to make lots of small bets,” Jennings says. “If you are standing on the edge of the cliff and forced to bet the ranch, the likelihood it is not going to work out is higher. The way you take off the sting and the danger of big bets is constantly making small bets.” That small change can end up filling a company’s vault with revenue.
COMMUNICATION
Confessions of a
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Feature Story
Storyteller
Crafting your competitive advantage in the talent war By Carmine Gallo
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Confessions of a storyteller
as Vegas hotel mogul Steve Wynn once said, “Storytelling changed my business and changed my life.” To understand how storytelling transformed Wynn’s hospitality business, you need to understand what he calls the strongest force in the universe – self-esteem. “If you can make someone else feel good about themselves, they will love you for it,” Wynn said. “They will be loyal to you. You’ve hit the jackpot. That’s a dead-on bull’s-eye in human relations.” It had been standard practice at Wynn’s properties in places like Las Vegas that department supervisors called a meeting before every shift. The restaurant managers would meet with waiters, the chefs with the line cooks, and the housekeeping supervisors with the maids, etc. At first, the meetings were strictly tactical, a means of sharing information for employees to do their job that day. Several years ago, though, Wynn started something new and
Employees who internalize the company’s vision through stories are motivated to become ‘reputation champions.’ The Gallup poll reports notes that some companies buck the
astonishingly effective – astonishing because it’s simple, free
trend, notably those firms which use “mission and purpose” as
and works like magic. The supervisor simply asks this question
powerful motivators.
of the team: “Does anybody have a story about a great customer experience they’d like to share?” Employees who play the heroes in a particular customer service story are publicly praised and held up as role models for
Another survey of 4,000 employees across three countries found that employee expectations are changing. A Calling Brands study showed that 65 percent of employees said a “higher purpose” would motivate them to go the extra mile. Employees defined “purpose” as something beyond the typi-
the rest of the team. As a casino owner, Wynn is a master at hu-
cal mission statement. They felt a sense of purpose if they saw
man behavior. He has discovered that storytelling brings out the
their work made a positive difference in the world and made an
best in employee behavior and significantly improves morale.
impact on society and the community. According to the study,
Building a higher purpose
It’s no secret that businesses are grappling with a stubborn, insidious problem: low morale. A Gallup poll of employees across a wide range of businesses found that “engagement” is so low
after pay and benefits, a deeper purpose is the most important factor when considering a new job. So, how can leaders instill a sense of purpose among their employees? Steve Wynn has it right. In a paper titled, “An Integrative Re-
“a vast majority of U.S. workers (70 percent) are not reaching
view of Storytelling,” Australian professor Robert Gill makes the
their full potential.”
case that leaders who tell corporate stories strengthen employee
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Confessions of a storyteller
In business, great storytellers build great cultures, and great culture attracts and motivates great people. engagement, which improves a company’s external reputation. Employees who internalize the company’s vision through stories are motivated to become “reputation champions.” Gill says that stories enable staff to identify with the narrator on a personal level, and through their interpretation take a form of ownership over how the brand is represented. Southwest Airlines has turned storytelling into a competitive advantage. It began with co-founder Herb Kelleher, who built one of the most profitable brands in the airline industry. How? He created a unique culture based on “an audacious commitment” to put employees first, customers second and shareholders third. “Competitors can buy tangible assets, but they can’t buy culture,” Kelleher once said. Unlike most leaders who give lip service to the importance of culture, Kelleher talked about it incessantly, sharing stories about employees who went the extra mile. As a storyteller, he understood that culture is not something that a committee brainstorms once and moves on. Instead culture is a story that must be shared every day. After building one of America’s most admired companies, Kelleher stepped down in 2007. The pilots, flight attendants and ramp crews who remember Kelleher’s stories are among the most loyal employees you’ll find at any company, in any
Mile high praise
But what about the thousands of employees hired every year who don’t have the benefit of hearing the founder’s stories directly? Current Southwest chief executive Gary Kelly found an answer by highlighting positive behaviors through a variety of recognition programs and awards. First, Kelly wanted to make sure every employee understands why Southwest exists. The airline’s core purpose, he said, is to “connect people to what’s important in their lives through friendly, reliable, and low-cost air travel.” Every week, Kelly also gives a “shout out” – public praise – to employees who have gone the extra mile to make the mantra a reality. And each month, Southwest: The Magazine features the story of an employee who has gone above and beyond the call of duty. Finally, internal corporate videos are filled with real examples and stories to help employees visualize what each step of the purpose looks and feels like. Kelleher said the core of the company’s success is the most difficult thing for a competitor to imitate. “They can buy all the physical things. The things you can’t buy are dedication, devotion, loyalty – the feeling that you are participating in a crusade.” Do your employees feel as though they are participating in a crusade? Do they have a sense of purpose beyond receiving a paycheck twice a month? “It’s not one of the enduring mysteries of all time,” Kelleher said. “A motivated employee treats the customer well. A customer is happy so he’ll keep coming back, which pleases the shareholder. It’s just the way it works.” It’s just the way it works: In business, great storytellers build great cultures, and great culture attracts and motivates great people.
industry, in any country.
Carmine Gallo is a popular keynote speaker and bestselling author of “The Storyteller’s Secret: From TED Speakers to Business Legends, Why Some Ideas Catch On And Others Don’t”. He also is an instructor in the office of executive education at the Harvard University School of Design.
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BUSINESS
How mass appeal can be dangerous By Michael J. Pallerino
immy Kimmel said it. The star of ABC’s widely popular late night talk show, “Jimmy Kimmel Live!,” joked right there on the air that when he dies, he’d like his ashes to be buried in a S’well bottle. Say what? Say S’well. The $45 water bottle is the brainchild of Sarah Kauss, founder and CEO of the New York City-based company that produces crafted stainless steel water bottles designed to keep drinks cold for 24 hours and hot for 12. P34 CANVAS FEBRUARY 2017
Feature Story
Why? In a time when an estimated 50 billion plastic bottles are dumped in landfills each year in the U.S.
YOU CAN GO YOUR OWN WAY The advice that guides you should not only be the
alone (200-plus billion globally), Kauss decided to zig
easiest to follow, but come from a place of trust.
while everybody else zagged.
For Sunny Bonnell, this has always been an easy path.
The idea came to Kauss after a hike she took with her mother. The following year, she quit her real estate job to set her idea into motion. And yes, her friends
Today, she lives by the same creed her parents instilled in her at a young age – believe in yourself. For Bonnell, co-founder and creative director at
thought she was crazy. What the world craved was
Motto, that mantra has become a fabric of who she is.
another high-priced, designer water bottle, right?
In an economic landscape where business can continu-
As a one-woman operation, she started with just 3,000 units in 2010, because that’s how many she could fit in her apartment. Today, she has around 47 employees and generates nearly $47 million in revenue. Remember, when they zig; you zag. Kauss’ success is the epitome of the belief that success can be found when you don’t follow the masses. Use your networks to develop your ideas, not sway you away from connecting with them. If the past year has taught us anything, it is that you are better off when you follow what you believe, and not the sound of every other tree falling in the forest. Getting caught up in the notion that following the masses is a safe, sure bet is not a strategy for sustainability. “The ‘I don’t want to turn anyone off,’ approach is a recipe for mediocrity,” says Greg Chambers, founder and president of the sales and marketing consultancy, Chambers Pivot Industries. “Great marketing works at the extremes. If you can generate the ‘I hate it’ along with the ‘I love it,’ you have great marketing.” Take the recent cycle of fake click-bait headlines and
ously test your tenacity, courage and desire, following your own path is a “can’t lose” proposition.
“Originality is the ability to approach existing ideas or solve important problems through new eyes and in new ways.” – Sunny Bronnell, Motto “Originality is the ability to approach existing ideas or solve important problems through new eyes and in
untrue stories that is dominating the media airwaves on
new ways,” says Bonnell, whose firm helps build brand
every front. Chambers says that if people feel lukewarm
strategies, brand identity, packaging and websites
about a subject, the equivalent of “that’s nice,” they
for clients worldwide. “It’s important for brands to
aren’t hitting any emotional buttons.
not be chained to the status quo and work to carve
But, when it comes to marketing and selling, if
out a unique position in the market by going against
you can present two parts emotion to one part logic,
the grain. The world doesn’t notice the average, the
you’re likely to get action. Brands that forge their own
ordinary or the common. It’s the standouts, the rare
path – the Starbucks, Chobanis, WarbyParkers, Ikeas,
ones – the ones who do things differently that make
etc. – all create a need that customers run toward or
our hearts beat faster.”
consciously move against. “Their customers say, ‘I always,’ and detractors say, ‘I never,’” Chambers says.
Bonnell believes that too many companies forget one of the most important qualities to achieving success today – brands that disrupt categories win.
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The lesson of the lemming
“The truth is most companies don’t bother to push the envelope and invest in brand as a total company experience,” she says. “You have an advantage knowing that most companies are too lazy to do the hard work, so why not surround yourself with the brightest minds and the best branding agency to help you take your company to the next level?” And while the marketplace is littered with the obvious brands that do this right – Apple, Nike, Starbucks, Southwest Airlines and Under Armour – there are smaller ones whose penchant to not follow the leader continues to raise their stock. Johnny Cupcakes. Hiut Denim. LUSH Cosmetics. These brands are inspiring cult-like loyalty. “The reason they get this right is because the leaders of
“Great marketing works at the extremes. If you can generate the ‘I hate it’ along with the ‘I love it,’ you have great marketing.” – Greg Chambers, Chambers Pivot Industries
each of these organizations love the brand like a religion,” Bonnell says. “They are devoted to getting it right. Leaders of great companies and brands don’t think, act and communicate the same as others in their categories. That’s why they are the doers, not just the dreamers.” Following the leader in areas such as relying too much on data, for example, tends to point to the past. It is not a substitute for the instinct and gut intuition
“When you marry insight from data with love and loyalty from your customers, it puts you in a better position as a brand,” Bonnell says. “However, the most important takeaway from this is that customers that love you are the ultimate goal for any business. They’ll drive further, pay more, and wait longer for companies they feel a connection to.”
needed to be your own brand.
THINGS EVERY BRAND CAN DO TO FOLLOW ITS OWN PATH Start with a vision of the future and your idealized place in it – too many firms start with today and work into the future. Describe a future your customers can aspire to – create a need they are attracted to. When it comes to your branding, be consistent and be everywhere.
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In what will sound like contrary advice to points 1-3, don’t ignore the role of incremental improvements and becoming your company’s best version of itself. A few percentage points improvement in every facet of the business creates differentiation. Be aware of the competition, but only as they are attractive to your ideal customer. Then run their competitive ideas through your strategic vision before making a decision to follow.
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SALES
THE ASK P38 CANVAS FEBRUARY 2017
Feature Story
12 tips for getting the most out of your sales calls By Linda Bishop
ometimes in a sales call, you ask a question, and then the minute it leaves your mouth, you wish you could take it back. The buyer leans away from you and stops smiling. They answer, but you feel a chill descending. You don’t want to ask bad questions, so what makes a question bad? Here are three reasons why: • The client views the question as inane or lacking real significance • The previous 50 salespeople asked the same exact question, and not one of them helped the buyer solve his problem or improve his situation • The question feels random based on the previous discussion When you ask a good question, buyers sit up. They lean in, light up and are engaged in the discussion. They like you more when you ask a good question, and they think you’re smart. Better yet, buyers want to answer good questions, so they can provide thoughtful information to help you move forward in the sales cycle. Why am I asking all these questions? It’s to illustrate that we think by asking and answering questions, which is why questioning is a critical skill set. Here are 10 tips for asking better questions:
1
ASK OPEN-ENDED QUESTIONS Most sales conversation start with open-ended questions around a broad topic. Open-ended
questions demonstrate interest, help you build rapport and
2
QUESTIONS TO BUILD RAPPORT During small talk, we often ask questions to find common ground and build rapport. For example:
• Where did you grow up? • Where did you go to school? • What are you doing this weekend? Most of the time, rapport-building questions occur at the beginning of conversations to show we care about the other person and at the end to affirm relationships. They can seem inconsequential, but they’re an important part of human bonding rituals that helps shape our understanding of the buyer’s intentions and perspective.
Customers seldom object to questions from sales professionals. They do object to premature solutions from salespeople who jump from information gathering to selling too quickly.
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YES/NO QUESTIONS Doctors use yes/no questions to diagnose health conditions. You can use these to diagnose the buyer’s problems. These questions allow you to
exert control over a conversation and put pressure on buyers by asking them to make a choice. Yes/no questions are effective when you ask for initial meetings. In less than a minute, you can ask three quick diagnostic questions. If your lead answers the questions as you had hoped, the next step is to advise that a conversation benefits him and request a meeting.
encourage the buyer to talk. While buyers have the freedom to answer an open-ended question any way they choose, how you ask provides directional signals.
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The ask
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OPINIONS VERSUS FACTS Sales professionals collect information by asking questions. Fact-based questions help you under-
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FOLLOW-UP QUESTIONS
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PERMISSION QUESTIONS
stand what people are doing. Opinion-focused questions help you understand why people are doing something, and what they think about the outcome. You’re always selling against the status quo. Opinion questions help you determine if people are willing to make a change.
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SPIRALING QUESTIONS Customers seldom object to questions from sales professionals. They do object to premature solutions from salespeople who jump from information
gathering to selling too quickly.
provide insight on the customer’s situation. Questions 2, 3 and 4 should narrow the focus and collect specific details. Question 5 is
sense to buyers. When buyers see logic in your questions, they’re
feel better when discussing complex information.
Some questions work better when you ask permission first. For example, you’re in your first meeting
want to learn more about his experiences with his current vendors. If the conversation is flowing easily, you may ask, “Bob, what do you like about your current vendors?” If Bob is guarded and formal, you’re likely to get better information by asking for permission first. “Bob, could I ask you what you like about your current vendors?”
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a pay-off question, which positions you to sell. The spiraling method, going from broad to specific, make
question. It clarifies situations and makes the buyer
with a brand-new prospect named Bob, and you
To avoid this, ask a minimum of five questions before making recommendations. Start with a broad open-ended question to
Prove you’re paying attention. Ask a follow-up
QUESTIONS TO DETERMINE IMPORTANCE Buyers don’t always tell you what’s most important about the information they share. They tell you they
want a great price, outstanding service and amazing quality. But most buyers are satisficers. Satisficing is a decision-making
more willing to provide thoughtful answers, because you ap-
strategy or cognitive heuristic that entails searching through
pear to be a competent professional who’s willing to take time to
the available alternatives until an acceptability threshold is met.
understand their needs.
These types of buyers purchase products and services to satisfy
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QUESTIONS TO UNDERSTAND PAST ACTIONS Psychiatrists spend a lot of time asking patients
about their past. That’s useful information because it helps put
needs. They don’t buy the best possible solution. That’s why it’s important to ask questions to determine the importance of benefits, features, attributes and any other aspect of value. When a customer requests a special paper, and you ask if the paper choice is a critical component, you’re asking a question to determine importance by requesting information related to a product attribute.
the present in perspective. Salespeople also ask questions about the past. This can be an area where the buyer feels uncomfortable about sharing information about past decisions that caused problems. When asking questions about the past,
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choose the right words and make sure you convey empathy in your tone.
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DIRECT VERSUS INDIRECT QUESTIONS Sometimes you should ask exactly for the information you want to know, and sometimes you get bet-
ter information by taking an indirect approach. Indirect questions
ASPIRATIONAL QUESTIONS
are somewhat vague and often open-ended. They allow you to collect information in a way that permits you to feel out a situation and act accordingly.
We all want to improve ourselves and our circumstances. Aspirational questions are powerful. They
help buyers define what “better” truly is. Examples include: • A year from now, where would you like to be? • If you had more (time, sales, productivity, etc.), how would that impact your life? • When you achieve this, what will that mean?
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NEXT-STEP QUESTIONS These questions are a specialized category of followup questions. They require you to identify the next step in the sales process, verbally summarize what
you have learned, and then ask the buyer to take an action to move forward. The action could be to meet again, give you an opportunity to quote, or give you an order. These questions are important, because they help you identify
Professional salespeople perform an important service.
where you stand so you can act accordingly. Buyers judge sales-
They help buyers improve. Asking an aspirational question
people by the questions they ask. Pay attention to what you’re
helps you understand the buyer’s definition of better,
asking. Push yourself to think past old habits. Take a fresh path.
which helps you match your approach to what he wishes
Do something different or find something smarter to do.
he could achieve.
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.
P40 CANVAS FEBRUARY 2017
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