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How to be an exceptional salesperson Practicing the art of execution
MARCH 2014
Creating distributed brand management for a fragmented world
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Technology is changing the way syndication is executed to help brands realize messaging across the net that’s always current and consistent. MARCH 2014 PUBLISHER
P2
mark potter
Publisher’s Thoughts
CREATIVE DIRECTOR
Did you just see that – again?
brandon clark MARKETING MANAGER taylor knowles
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Best of CANVAS Notes Execute
MANAGING EDITOR michael j. pallerino ART DIRECTOR brent cashman
EDITORIAL BOARD chris petro GlobalSoft
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Marketing Insights P12
Tug of War Creating distributed brand management for a fragmented world
tom moe Daily Printing
P18
dean petrulakis Rider Dickerson
If you want to be an MSP, it’s a question worth asking
david bennett Bennett Graphics
P24
tony narducci O’Neil Printing
Why it is so easy to become an exceptional salesperson
What Is Marketing?
Born To Sell
CANVAS, Volume 6, Issue 3. Published bi-monthly, copyright 2014 CANVAS, All rights reserved, 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 P1
PUBLISHER’S THOUGHTS
Did you just see that – again?
S
o, you’re sitting at your desk staring into your computer (or your iPad, whichever mode connects you to the world) and it happens. That email a colleague just sent you appears as a tweet. And then it shows up as a post on Facebook by 10 different friends and is liked more times than you care to count. After making the rounds on the “Today” show’s Orange Room, and monologue bits on “The Daily Show” and “Late Night with Jimmy Fallon,” it has moved past the point of viral return. Exaggeration? Not really. If we’ve learned one lesson from today’s ever-evolv-
If you’re not helping your customers tell whatever story it is they want told in every way that’s available to tell it, what are you doing?
ing world of communications it is that when stories click with the mainstream (or even within your inner circle) they click. The only thing that changes is the scope and speed of which they are shared. And that’s really the beauty – and curse, some might argue – of this brave new world we communicate in every day. If you’re not helping your customers tell whatever story it is they want told in every way that’s available to tell it, what are you doing? And why? As important as print remains in the communications mix (yes, stories of its demise were greatly exaggerated indeed), becoming a true provider in the wealth of marketing opportunities out there today is the only way to go. Just look around – technology is helping the world of the MSP grow by leaps and bounds. Our role as the industry’s leader in giving you the content you need to stay on top of your game just keeps getting more and more exciting. Take the latest issue of CANVAS Digital. In our cover story, “Tug of War – Creating Distributed Brand Management for a Fragmented World,” co-founder, chairman and CEO of digital brand asset platform SYNQY Michael Weissman shows us the challenges behind telling your brand’s messages amid the multiple sources and times consumers digest content today. In our second feature – “What is Marketing?” – CANVAS columnist, and award-winning technology executive and associate professor Gregory Coticchia answers the question so many of today’s aspiring MSPs are asking. So, as you read through this issue, ask yourself if you’re giving your customers everything they need to stay ahead of the game. We’re here to help. It’s time to enjoy the ride.
Mark Potter, Publisher
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CANVAS MARCH 2014
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ays racing. y mind is alw M s. a e id f o ave had lots ing results. epreneur, I h wall with vary l ia rb ve ro p s a serial entr against the the ground. rowing stuff even get off r ve e n ts I am always th p these conce e portion of In fact, a larg r ey just neve e reason, th m so r fo t, u zing plans. B ave enough d some ama just didn’t h a h rs e ve th a o h I , ile g h ,w e wron lves weren’t on involved Don’t get m pts themse wrong pers ce e n th co d a e h th e s, ition. Som other word came to fru ccessful. In su e b to t n investme n. time and/or the executio s rooted in a w m le b ro p of intentions, flawed, the ave the best h ay m e W . n , s in executio et down to it When you g aced to lapse tr s. u e b ts n ac ca tr il is td rategies fa u’re willing to that momen The reason st termine if yo important in e d re n o e m th s d m e , an g that se t something but somethin u really wan yo ad b w o h yourself you must ask en. aking it happ execute flaw commit to m possible to im ’s it k in e I th ifices must b ry thing. Sacr ve e n o ly ss ce le if you sacrifi e sure that b t u B . e d a m for u’re doing so yo a n re a e ce effort in on en, we sacrifi use. Too oft ca r e g ig b a -term, rt for short o ff e d n a execution ns. selfish reaso
A
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as you t it as much n a w u yo o D ally want it. rning? w bad you re o h e d ci e g a nice mo d n l, vi a fu h ss e e ’r u cc yo to be su ant it when If you want st kind of w ju u yo o d r ath. It athe? O like grim de it want to bre to g in cl ust u face. ssful, you m obstacles yo to be succe e t n th a f w o u ss yo le y. If ppen regard s anew ork that wa c ycle begin st make it ha u e It doesn’t w m th u d o n Y A . ll. w o ry ce as start to fl ate your eve ntlessly, ide le must perme re te cu xe ue that when yo The irony is pursue. hich ones to w . n o s n o si will happen with deci good things d n a te cu xe E nimportant. e and the u n a d n u m e f th So, let go o g Warmest Re
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Ma r k Pot te r Follow me @
P4
CANVAS MARCH 2014
er
markricepott
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MARKET INSIGHTS
A SNAPSHOT OF THE TRENDS DEFINING OUR INDUSTRY
Left to their own devices What and how are today’s consumers keeping up with the times? According to Gallup’s “Americans’ Tech Tastes Change With Times” study, technology ownership continues to evolve, particularly among the various demographic groups. For example, the five devices that young adults ages 18-29 are using include smartphones (88 percent), video game systems (64 percent), iPod or MP3 players (63 percent), internet streaming devices (62 percent) and laptop computers (79 percent). For adults age 65 and over, the devices include cable TV and VCRs (74 percent), basic cell phones (61 percent), desktop computers (58 percent) and satellite TV (41 percent).
More and more Americans are going the smartphone route. According to digital world measuring firm comScore, 149.2 million Americans (62.5 percent) have made the smartphone plunge, with Android and iPhone combining for more than 92 percent of the U.S. market.
Did you know
The percent of consumers who say they have received mistargeted promotional information, according to the “Social Login and Personalization” study by user management solutions provider Janrain. The study shows that 94 percent have taken steps to break off their relationship with the brand or service, including automatically deleting emails (68 percent) and unsubscribing from lists (54 percent) because of the exchange.
We became agnostic and made sure that our creative across all of our media was consistent, because we think the customer is looking at all kinds of media concurrently. And to be disconnected and have different imagery and different themes and different colors from a catalog to an online promotion to an in-store retail ad did not make any sense at all. And we made great progress in fixing that. – Tommy Millner, CEO of specialty outdoors retailer Cabela’s on how today’s customers are accessing information for their shopping needs
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CANVAS MARCH 2014
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MARKET INSIGHTS
A SNAPSHOT OF THE TRENDS DEFINING OUR INDUSTRY
Not all content is created equal In case you’ve missed the news, 2014 is being called the “Year of Content Marketing.” That means more brands will be looking for content marketers to use as resources, making you a viable candidate (if you’re up to the challenge). To help you prioritize your content creation, Heidi Cohen, president of Riverside Marketing Strategies, offers her three key attributes to developing content that matters.
Content effectiveness
There’s a flood of information that’s not reader friendly. Look to avoid content filled with corporate-speak and empty, “me-too” content that fills many media sites and blogs.
Content packaging
To succeed, content marketing needs more than just useful information. The information must also be packaged to naturally appeal to your key audience. I call this “dressing your content for success,” and recommend using an effective title, attractive image and easyto-scan text to outfit content for optimal attention.
Content context
Information must be relevant to the times, places and ways it is intended to be accessed. This translates to the ability to deliver the appropriate content to the right delivery channel at the right time. If your information isn’t present when the consumer needs it – no matter what device they are using to look for it – someone else’s will be found and consumed instead.
Show me your (ad budget) money
I
f you thought you knew how small business owners were going to spend their marketing budgets in 2014, the real answers might surprise you. According to marketing forecaster Ad-ology’s “Small Business Marketing Forecast,” nearly 80 percent of socially active small businesses plan to spend the same or more on social media networks. While nearly 41 percent don’t currently use promoted posts or sponsored tweets, 13.8 percent plan to spend more on these platforms this year. In addition, 20.8 percent plan to allocate more toward direct mail, with other increases targeted for email marketing (20 percent), display banner ads (18.3 percent), online video (15.2 percent), mobile advertising (14.5 percent), and suburban/community newspapers (12.1 percent). P8
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MARKET INSIGHTS
A SNAPSHOT OF THE TRENDS DEFINING OUR INDUSTRY
Going Old School New study finds that print ads are helping moms find bargains So, where does mom go to find the latest and greatest bargains? According to “The Supermarket Moms Survey� by Womensforum.com, nearly 78 percent are finding them in print ads, while some 65 percent turn to supermarket circulars. The study is interesting in the fact that of the 89 percent of supermarket-shopping moms who regularly seek bargains, print circulars are the leading source. Following is a look at how consumers learn about new food/drink products sold in their local supermarkets:
78
Ads in newspapers
65
Circulars from your local supermarket
55
Online ads (including blogs)
29
Social media
27
Friends/family
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CANVAS MARCH 2014
38
Food or frugal-focused websites/bloggers that share coupons
DISTRIBUTED BRAND MANAGEMENT
an m d n a r b ted u b i r t s i d g Creatin
M
arketers have a huge problem. They want deep, meaningful
relationships
with
prospects
and
customers. Yet, shoppers increasingly consume
content in smaller bits, in shorter bursts of time, and receive those messages from multiple sources and at different times over the lifetime of the brand experience. The challenge behind this new world of 24/7 online, on-demand engagement lies in conveying the brand’s story. How do you engage these people in a way that works?
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New tools and new approaches are certainly needed.
CANVAS MARCH 2014
BY MICHAEL WEISSMAN
a r o f t n e m nage
d l r o w d e t fragmen
Technology is changing the way syndication is executed to help brands realize messaging across the net that’s always current and consistent.
Today, most marketers try to paint a picture – a mosaic that pieces the story fragments together to deliver a complete picture of the brand. They put one element of the story on a reseller’s site, another element in a news article, some more on social media or YouTube, and so forth. How often does the viewer see the whole picture? Rarely. Yet, marketers must rely on shoppers to see all the pieces and put the story together for themselves. To make matters worse, most interactions happen on sites that aren’t owned by the marketers. As content gets dispersed across the web, there’s no way for marketers to know where the content goes. This “spray and pray” approach is like shooting in the dark.
CANVAS P13
TUG OF WAR
Marketers don’t know where
Some marketers create content solely to generate high search
their untethered content goes,
results so they drive traffic. Often, that content is optimized for
who uses it or whether it’s up-
everyone except the reader.
to-date. They now are stuck
The resulting consumer experience is less than stellar. Because
with ceding control over their
traffic is so important, marketers spend billions trying to redirect
online brand experience to
users from what they are doing to coming to the brand’s website.
IT managers who control re-
For most people, the brand’s distraction comes with some dis-
seller websites or news sites.
dain and distrust. Who wants to play the web’s version of Russian
As a result, marketers face an
roulette, by risking a click on that link to discover if it’s broken or,
ongoing tug-of-war between
worse, a virus?
widespread distribution of the
The whole premise may be unrealistic in the first place – to be-
brand experience and the de-
lieve people will want to stop what they’re doing to purposefully
sire to ensure its consistent –
“leave” something of interest to visit the brand website. Think
and complete – delivery.
about it: When’s the last time you’ve really wanted to visit one?
Good news – all is not lost. To-
So why have marketers bought into this process so whole-heart-
day’s marketers finally have ac-
edly? Because there have really been few viable alternatives.
cess to tools that let them regain control over their brand online.
If a brand website operates in the woods, will anyone know?
Today’s marketers finally have access to tools that let them regain control over their brand online.
relied on their own website
Traditional brand syndication: An equally poor option
to deliver their whole market-
The best idea is to engage customers where they are online.
ing message. This required
This means delivering the right brand interaction, at the right
marketers to drive “traffic”
time, and in the right place. But doing that is harder than it looks:
Historically, companies have
to the site, which can be expensive. Moreover, navigating large corporate websites can
The delivery itself is very costly
Partners, such as third party resellers, don’t often include brand
be overwhelming to consum-
content due to the labor investment needed to both post it and
ers. They’re often poorly de-
then keep it current. And, the brand can’t effectively lend a hand
signed to move customers to
by making the manual update for them. Consider: If a brand
topics of interest, never mind
sells through just 1,000 resellers, with 10 different products, that
through the buying journey.
equates to 10,000 content updates. Even at the low estimate of $5 per update, this content represents over $50,000 in labor for only 10 brand assets. Any changes through the channel are enormously laborious and costly (and perhaps impossible) to manage.
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CANVAS MARCH 2014
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TUG OF WAR
Manual sharing of distributed content
Wanted: An on-brand solution for diverse channels
Marketers have little visibility to how their
Despite these challenges, broad distribution of
content is used, never mind control over keep-
marketing content remains an attractive proposi-
ing it current. So content sits on the web – out
tion. To turn away from it would be like building
of date, off brand and inconsistent with the
one central McDonald’s restaurant in Chicago
message and position the brand ultimately
and trying to drive millions of customers to just
desires. And there’s not much marketers can
one location every day. It may sound efficient, but
do about it.
it certainly isn’t practical. Creating many “points
leads to brand inconsistencies
of presence” on the web makes good business
The best idea is to engage customers where they are online. This means delivering the right brand interaction, at the right time, and in the right place.
sense, but now it needs to make better brand sense (and practical operational sense). Technology today can help us find a new brand management solution to help solve these challenges: •
Deliver points of engagement without having to drive traffic
•
Create integrated, well-structured customer journeys that connect the dots for consumers
•
Online “real estate” can be limited
Automate the distribution and management of shared online content
The brand gets just a little space on the part-
•
Achieve real-time brand consistency
ner’s website, often reducing the marketer’s
•
Get partners on board with minimal ef-
ability to tell their brand’s story. As a result,
fort by everyone
their message ends up incomplete or unpersuasive. This causes marketers to focus solely
Technology is changing the way syndication
on transactions instead of content that could
is executed to help brands realize messaging
bolster curiosity and interest.
across the net that’s always current and con-
No one wins with this approach. Shoppers get
sistent. With increased capability for tracking
out-of-date content or poor user experiences.
and updating branded content in real time, the
Partners have high labor costs, and frustrated
brand manager’s future looks bright and free
vendors and marketers end up ineffective.
from the tug-of-war that has been, until now,
This is where technology can save the day.
part of the decision for distribution.
Michael Weissman, co-founder, chairman and CEO of SYNQY, is a 25-year high technology industry veteran and award-winning brand marketer. Over his career, he has generated $700 million in revenue growth and grown share in more than 15 different markets. He may be reached at www.SYNQY.com.
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CANVAS MARCH 2014
WHAT IS MARKETING?
WH
MA
P18
CANVAS MARCH 2014
BY GREGORY COTICCHIA
HAT IS
ARKETING? If you want to be an MSP, it’s a question worth asking
M
arketing, as a discipline, has not been with us for a long time. Marketing’s earliest forms, present in “awareness” elements such as magazines, billboards and posters, date back to less than 300 years ago. In the modern world, after new mediums such as radio, we have only been practicing marketing as we know it for less than 100 years.
CANVAS P19
WHAT IS MARKETING?
When television hit in the mid
’50s,
marketing
Google “what is marketing?” right now and you’ll see just how
took
confused people are on its definition. This confusion is second
hold. Eventually, TV advertis-
only to the word “quality,” which an expert I know once defined
ing surpassed magazines and
it as, “I know it when I see it.”
radios, a trend that carried over the years through a vari-
Let’s take a closer look at some of those marketing definitions out there to see if we can find one that helps us hit our goals.
ety of mediums – computers, mobile, internet and email, search engines, blogging and now social media. So, you’d think we’d know
Wikipedia defines marketing as “a social and managerial function associated with the process of researching, developing, promoting, selling and distributing a product or service.”
what marketing is by now, right?
That’s not bad. A good takeaway here is that it’s more than
Truth be told, the lack of
a vehicle for broadcasting awareness of an offering. Marketing
clarity over what marketing is
is not simply advertising. It includes, in this definition, both the
and how it works is fascinat-
social and managerial functions, as well as the researching and
ing. Ask two people to define
developing of a product or service.
marketing and you’ll inevita-
Too many times, we equate marketing with advertising or the
bly get two different defini-
art and science of promoting the product or service. But as prac-
tions, some of which overlap.
titioners of marketing know, the marketing activities must be
Ask yourself this: How do you
effective as offerings are created. Defining your offerings is an
have departments in charge
essential way to get your marketing efforts correct. You can’t
of marketing make decisions
successfully market something where there is no need or market
and create programs if they
for it. That means you must think about including product man-
struggle with a definition for
agement and marketing in your marketing efforts. Without pro-
the practice?
fessionals like this involved in the definition of the business and
Defining your offerings is an essential way to get your marketing efforts correct. You can’t successfully market something where there is no need or market for it.
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Definition No. 1 – The Wikipedia Approach
CANVAS MARCH 2014
the offering, marketing simply is left with the communications portion of marketing.
Definition No. 2 – The American Marketing Association Approach The American Marketing Association suggests that marketing is “an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders.” Parts of this definition get marketing right. For example, creating and delivering value for your customers. Again, an important part of what marketers are responsible for is finding and defining the value proposition for what you’re selling. If you’re not included in the original definition of the offering, you still must be clear on why the offering was built and what its value is for customers in order to appropriately communicate the value to prospects and customers.
Definition No. 3 – The Philip Kotler Approach World-renowned marketing expert Philip Kotler, the S.C. Johnson & Son Distinguished Professor of International Marketing at the Kellogg School of Management at Northwestern University, widely is acknowledged as the father of modern marketing. He is considered one of the world’s foremost experts on strategic marketing and is author of “Marketing Management: Analysis, Planning, Implementation and Control.” The book is the most widely used marketing publication in graduate business schools worldwide. In his earlier works, Kotler wrote that “marketing is human activity directed at satisfying needs and wants through exchange processes.” Later, he created a more granular definition: “Marketing is the process by which an organization relates creatively, productively and profitably to the marketplace. Marketing is the art of creating and satisfying customers at a profit. Marketing is getting the right goods and services to the right people, at the right places, at the right time, at the right price, with the right communications and promotion.” Kotler gets much right about marketing in his definitions. Pay close attention to the last part of the second definition, where he talks about what we should consider as we define what marketing
WHAT IS MARKETING?
Marketing creates the environment for a successful sales organization. Combining the two, which is easy to do, actually does a disservice to both.
is and how it can be used in our organizations. It’s
easy to do, actually does a disservice to both. The
about creating the right offerings – or goods – and
tension created actually is healthy as long as mutual
getting them to the correct target market, at a
respect and accountability is maintained.
price with the “right” communications. If you really break it down, isn’t Kotler suggesting that marketing is what we commonly call the 4 Ps
Definition No. 4 – The Coticchia Approach
– Product, Price, Promotion and Place? That defini-
My definition of marketing is about “removing
tion is something you need to reflect on more often.
barriers to transactions.” I jokingly refer to this
To limit marketing to simply promotion is disabling
as “Coticchia’s Claim.” My definition is shorter
other key elements of the marketing function.
– and broader – than most. But like the others,
That being said, I take issue with the defini-
it attempts to be more inclusive of marketing
tion of marketing that include sales. I have found
than simply the communications or advertising
that marketing suffers when marketing and sales
aspects of marketing.
are included in one function or is driven by one
In reducing barriers, a company and its man-
leader. Marketing is not selling. As the old say-
agement must think through, like Kotler defines,
ing goes, “Marketing is the air war and sales is
the 4 Ps and look for ways to efficiently and ef-
the ground war.”
fectively get to market. It doesn’t include sell-
Marketing creates the environment for a successful sales organization. Combining the two, which is
ing. We are not making the transactions, just simply reducing the barriers to them.
Greg Coticchia is an award-winning technology executive with more than 25 years experience in high-tech products and services. Recently, as CEO and co-founder of eBillingHub, he grew the company from inception to establishing it in a leading market position that led to its sale to Thomson Reuters. He currently teaches both business-to-business marketing and entrepreneurial leadership at the University of Pittsburgh’s Katz School of Business. P22
CANVAS MARCH 2014
BUSINESS INSIGHTS
BORN TO SELL • BY DAVE KAHLE
Born to sell Why it is so easy to become an exceptional salesperson
W
hen I was 18 years old, I had a summer job working for a company called Jewel Tea. They sold groceries, housewares and kids’ clothing to housewives on a route. I was hired to work the routes for vacationing salespeople who owned the route. At 18, I had no sales experience, and little personal presence or confidence. Nonetheless, I consistently outsold the older, more experienced people who owned the routes. My efforts were rewarded one summer when I was named the “Outstanding College Student.” I was astonished. I had no idea why I was successful. Truth is, it really wasn’t that hard. I just did what my boss told me to do in the way he told me to do it.
Didn’t everybody do it that way? Over my career as a salesperson, I sold a variety of products in a variety of selling situations. Suits. Sport coats. Capital equipment. Surgical staplers. I always did well. I was named the No. 1 salesperson in the country at two different companies for selling two distinctly different products. Yet I remained perplexed by my success. I worked hard. I listened to my boss. I constantly looked to improve my skills – Books. Seminars. Audiotapes.
But why? Why me? Where did my success come from? It wasn’t until I formed my sales consulting/training practice and began to work with other salespeople and sales forces that I discovered the answer to my question. Not everyone did it like me. In fact, very few still do.
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CANVAS MARCH 2014
Two ways to improve your sales acumen now
1 2
Reflect, evaluate, repeat – Constantly reflect on your performance and your actions, and identify things to improve. That means reflecting and evaluating after every sales call. Learn from the best – Expose yourself to the best practices in the business. Read books. Attend seminars. Listen to audio. Peruse e-zines, etc.
gy? Burned out on old technoexlo pand operations
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to Looking for and grow your business?
Here’s a great idea. Come to the one industry event that really showcases
what’s next for the sign industry. ISA International Sign Expo 2014 provides face-to-face access to the industry’s leading manufacturers, suppliers and distributors. Stay at the top of your signage game and see what’s new on the tech horizon.
Learn more or register at www.signexpo.org/canvas. Education & Networking Events: April 23–26 • Trade Show: April 24–26 Orange County Convention Center, south building • Orlando, FLorida
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BUSINESS INSIGHTS These are the three cornerstone character-
BORN TO SELL
Building Block 2 – Try to do well
istics that all successful selling skills are root-
Again, I cannot believe I have to say this.
ed in – traits that I since have discovered are
Shouldn’t everybody strive to do his best? Well,
the building blocks upon which sales success
you’d be surprised. A lot of people, salespeople
is built. Following are those building blocks:
included, want a job they forget at the end of the day. Only a small fraction – somewhere between
Building Block 1 – Work hard, every day
5 percent and 20 percent in my experience – ac-
I still can’t believe I tell people to work hard.
most salespeople are not highly successful is
My parents instilled that work ethic in me. I was
that they don’t want to be successful.
tually work hard day in and day out. The reason
raised in a family of six boys – all of whom had
Everyone wants the results of doing well – ex-
paper routes and part-time jobs as soon as we
tra income, more respect, etc. – but few are will-
were able. We were expected to work hard.
ing to pay the price.
There was never a question as to why.
There’s an old saying that says, “Every athlete
Sure, there were times I took an afternoon off
has the will to win, but only the winners have the
or enjoyed a long weekend. But in those times,
will to practice.” Success comes with a price. You
every employer received at least 45-50 hours
have to want it. You have to be willing to invest
during the week.
the time, money, energy and emotions.
In my practice, I routinely run into salespeople who leave the house after 9 a.m. and are home
Building Block 3 – Constantly improve
by 3 p.m. As one of my clients once told me, “So
Believe it or not, you’re not as good as you can
many people today have an entitlement mental-
be – ever. If you’re going to be successful at
ity, a short attention span and inordinate hubris.”
sales, you must become more competent. Sales
Those are not qualities upon which success is built.
is a proactive profession. Customers don’t send you purchase orders. You have to work for them. Your actions get reactions. If you act well, you get treated accordingly. If you don’t, well, forget about it. You’ll be relegated to mediocrity. So, if you want to be successful, continually improve your skills, your habits, your attitude and your mindset. That’s something only a few understand.
Dave Kahle has trained tens of thousands of B2B salespeople and sales managers to be more effective in the 21st Century economy. He’s authored 10 books, and presented in 47 states and eight countries. To sign up for FREE sales course, visit The Sales Resource Center.com. You also can sign up to get his free weekly Ezine. P26
CANVAS MARCH 2014
HIGH-SPEED INKJET.
READY FOR THE FUTURE, HERE TODAY.
Capture more business and gain a competitive edge with industry-leading Océ production color inkjet systems. Work more efficiently plus get the quality, reliability, productivity, and flexibility you need to power your high-volume, variable data color jobs. VIEW THE OCÉ JETSTREAM® DUAL SERIES PRESS DEMO AT: CSA.CANON.COM/GA. 877-623-4969 | CSA.CANON.COM/PRODUCTIONPRINT Canon is a registered trademark of Canon Inc. in the United States. Océ JetStream and Océ are registered trademarks of Océ Technologies B.V. All other referenced product names and marks are trademarks of their respective owners and are hereby acknowledged. ©2014 Canon Solutions America, Inc. All rights reserved.
HIGH-VOLUME PROFIT.
• Download the free Layar App • Scan this page • Discover interactive content
C E L E B R AT E YO U R
CRAFT SKILL SHOWCASE YOUR
PROD UCING THE F INEST IN PRINT TAKES
AN U N PARALLE LED D ED ICATIO N TO CRAF T A ND A ME TIC ULOUS EYE FOR DETAIL.
IT TAK ES H O U R S O F WO R K A ND Y E A R S O F E X P E R I E NC E . M OST IM PORTANT LY
I T TAK E S A DEEP LOVE F OR THE V E RSAT ILIT Y AND POWER OF PRI NT ING.
Sappi has been committed to rewarding printers who successfully embody these qualities since 1999, and this year’s Printer of the Year contest continues our efforts to recognize the best in the industry. Our award will grant one winner the top accolade in printing — and up to $20,000 in design support.
Demonstrate your skill and show how your work represents the best the world of printing can offer. Visit www.sappi.com/na/poy for additional details and a Call for Entries form or contact us at 1 (800) 882-4332
ENTRIES DUE APRIL 2ND, 2014