Canvas Magazine | The Secret to Success

Point of View How to Sell a Solution— Quickly! supporting print sales & Marketing executives

Viral Attitude The Traveler’s Gift

december 2010

T h Secr e e t succ to e ss Segm

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December 2010

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Publisher’s Thoughts Run

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Lead Generation and Social Media P5

10 Ways to Polish Your Networking Skills!

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The Corner Office Tech Corner: Graph Expo 2010 a Digital Print Show CMO Facts Print in the Mix Fast Facts Leadership Insights

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People News Patrick Glenn takes the Helm at Craftsman Printing Inc. Local Printer Honored for Sales Growth Vision Graphics Inc., one of the Top 250 in Colorado

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Point of View What does multichannel marketing look like from the customer’s perspective?

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The Secrect to Success Segmentation is the Cornerstone to Prosperity

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Product Spotlight Sales Tools Designed Specifically for the Print Industry

Publisher mark potter

Marketing Manager caroline farley

MANAGING EDITOR lorrie bryan

ART DIRECTOR brent cashman

CONTRIBUTORS Linda Bishop, Howie Fenton, Graham Garrison, Brian Sullivan

Editorial board keith bax Research Data

gary cone Litho Craft, Inc. tom moe Daily Printing

The New Neenah Digital: More Brands, More Colors, and More Finishes Ricoh Introduces the RICOH Pro C901/C901s Graphic Arts Edition Color Production System

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How to Sell a Solution—Quickly!

dean petrulakis Rider Dickerson

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david bennett bennett graphics

How to Serve Right/Learn Right

randy parkes Lithographix, Inc.

Viral Attitude P40

The Traveler’s Gift

CANVAS magazine for more information: 678.473.6131, 2180 Satellite Blvd., Suite 400, Duluth, Georgia 30097 CANVAS, Volume 4, Issue 6. copyright 2010 CANVAS, All rights reserved. CANVAS is published bi-monthly for $39.00 per year by Conduit, Inc., 2180 Satellite Blvd., Suite 400, Duluth, Georgia 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, Georgia 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 Sappi Opus® 30 Dull Cover 80lb/216gsm and Opus 30 Dull Text 80lb/118gsm, an industry leading environmentally responsible paper. Opus 30 contains 30% post consumer waste and FSC chain of custody certification.

CANVAS P1

Run

W

When a runner wants to be better, he cannot simply decide to run faster. He doesn’t just kick into

another gear because he needs to. An athlete needs to train relentlessly, practice new habits, and make a lot of sacrifice. The great athletes assume that the competition is working hard to hone their skills, so they better put in the time as well.

Building new business is not easy. Historically, many of us just tried to sell more or work harder.

However, the new economy is not going to respond to more elbow grease. We can no longer make more calls and respond to more quotes. With the economy being reshaped before our very eyes, our

Publisher’s thoughts

old-school ways aren’t the path to prosperity. We have to find a different way to achieve success. Building new business comes from building community. And building community takes great sacrifice and a consistent dedication to standing for others.

If a print sales representative calls on Coca Cola one day and Tom’s Tool and Dye the next, he is already commoditized. In that instance, the rep cannot truly understand what the client needs because

With 2010 behind us, we look forward to a 2011 filled with possibilities. they aren’t part of their community. In turn, these generic clients will focus on the price and availability of print. They are not looking for deeper conversations because they won’t trust someone who isn’t familiar with their world.

As difficult as it may seem, it is critical to start segmenting your prospects and building teams solely committed to those segments. When you start to call on the same types of clients, you will gain a better understanding overall. Subsequently, you can become part of the conversation rather than just a supplier of something they are already sourcing.

Despite the need to fill presses and garner commissions, taking the time to invest in segmentation is the most sustainable way to build business. In this issue of CANVAS, we take an in-depth look into what it takes to create new relationships and grow your business. The article Building New Business provides great advice regarding segmentation and examples of industry leaders who are focused on community.

The December issue also takes a look inside the idea of selling cross media campaigns. This concept is not necessarily new to our industry, but the execution may be. We talked to marketers about their cross media interests, and remind you of what a fabulous opportunity is in front of us.

With 2010 behind us, we look forward to a 2011 filled with possibilities. We continue to believe that the world has changed, and that those who adapt will succeed. Making change takes effort. With that effort, we promise you will run faster.

Happy Holidays,

Mark Potter Publisher

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CANVAS december 2010

www.manroland.us.com www.manroland.ca

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Social

Getting

Lead Generation and Social Media

By John Foley This experience can be pleasant for both the sales rep and prospect. In fact, you may even be asking, “Why haven’t we done this sooner?” Perhaps it is because people have only recently changed the way they find information. Rather than relying solely on reading newspapers, watching the news, or using other forms of channels, people now spend a great deal of time finding information online. This change in information consumption is one reason why it is crucial for businesses to join social media sites. Being found, though, isn’t the only way a social media presence will help a sales team. It can also be used as a lead generation funnel if you use social media in the correct way.

John P. Foley, Jr. is the CEO

It all starts with an online marketing plan and strategy. To make anything a success,

and CMO of Grow Socially

you have to plan it out first. A few points that are highly recommended are recognizing

(www.growsocially.com).

who your target demographic is, creating a content distribution strategy, and knowing

For more information call

which keywords are most relevant to your business. With these three essential pieces

John at 800-948-0113 or e-mail

of information, you will be able to create a smart marketing plan for your social media

him at support@growsocially.com.

marketing and sales efforts.

Identifying your target demographic will help you narrow down who to follow on Twitter, which groups to join on LinkedIn, etc. This will create a network of qualified inquiries almost immediately. A content distribution strategy will help to ensure that

S

Social media certainly has had an impact on the way people communicate. It has changed how we meet people, share information, and more.

Businesses

have

been

increasing

their usage of social media, and this

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Once you have your target demographic visiting your social media sites, it is all about engagement and nurturing your connection with them at this point.

your business earns a reputation as an expert in your industry because it will organize how you share information. Why is this necessary? There are millions of tweets and posts made every day, which is why it is important to customize your posts in a way that attracts the attention of your target demographic. By visiting industry news sites daily and sharing a few of the articles your target demographic would be interested

has caused changes to be made in

in, you can create posts that are useful to them. This will help increase the chances

business strategies, marketing plans,

of them visiting your sites again for more information in the future. Deciding which

promotion processes, and customer

keywords and phrases are most relevant to your business is also important. If you

interaction. But does it stop there?

include these in your blog entries, tweets, Facebook posts, and other outlets, it will

Absolutely not. Social media has even

have a positive effect in your search engine optimization efforts. It will also help pros-

begun to change the classic, imper-

pects learn what your business is about and how you can help serve them.

sonal sales strategy of cold calling.

Once you have your target demographic visiting your social media sites, it is all

Rather than soliciting a list of compa-

about engagement and nurturing your connection with them at this point. You are now

nies by the phone, social media has

able to do this in countless ways. One way to do this is by directing them back to your

given sales teams a new approach.

company Web site with measureable, shortened links in your posts. By listing a service

This new process involves captur-

that you offer along with a link, you will increase your inbound Web site traffic of poten-

ing a prospect’s attention by engag-

tial prospects. You can also engage your audience using social media by directing

ing them with useful information

them to places within your Web site where they are able to interact with you. This might

and providing compelling content

include driving them to comment on blog posts, fill out a poll or survey, download an

addressing why that prospect would

eBook, or sign up for an eNewsletter. These are all opportunities for your sales team

benefit from the sales representa-

to retrieve information about these prospects and then be able to further nurture the

tive’s business.

developing relationship between the prospect and business.

CANVAS december 2010

Taking

A c t i o n

10 Ways to Polish Your Networking Skills!

N

By Paul Castain

Networking is one of those “must have” sales skills that, quite frankly, all of us could stand to improve upon. Here are 10 tips to accelerate your progress: 1. Before dropping the cash on a membership to a group, go to a few of their networking events. You’ll pay more than a member would, but this will save hundreds of dollars in membership fees should you decide to put your efforts elsewhere.

2. Don’t ever go to a networking event without checking the host’s Web site, your local business news and national business publications like BusinessWeek and Wall Street Journal. This keeps you in the know and gives you some ideas to chat about.

3. Get to the event early. Do this, and the crowd converges around you (and you don’t feel funny interrupting other conversations).

Paul Castain is the vice president of Sales Development for Consolidated Graphics and is responsible for creating and delivering sales training content as well as mentoring the CGX Sales force. Paul’s career spans

4.

If you go with people from your company, divide and conquer. You can talk with

more than 25 years, during which he has trained more

co-workers any time. Step out of your comfort zone!

than 3,000 sales and sales 5. Seek out the “wallflowers” (the people who look kind of lost or out of place). Assume

leadership professionals.

a role of “host” or “hostess.” They’ll be happy you did, and you’ll quickly begin to stand out.

6. When you talk with people, make it about them. Use continuation questions such as, “Tell me more…How so?...Can you give me an example?” This is how you position yourself as a great conversationalist.

7.

Don’t ever scan the room for someone else to talk with while someone is talking with you. Give the gift of your undivided attention. While you’re at it, shut off that Blackberry, too.

8. A ssume the role of “matchmaker” by introducing people in your network who need to know each other. One way to be on the lookout is to simply ask people you meet “Tell me about your ideal client so I can be on the lookout for you.” Who knows, maybe they’ll be on the lookout for you, too.

9. Get on a committee with the ultimate goal of chairing that committee! This helps you become a “go-to” person and dramatically increases your visibility.

10. Make it a point to send handwritten thank-you notes immediately after the event.

E-mails are good, but don’t have the impact of a card or note—probably because no one takes the time to write them anymore.

Action: Within 24-48 hours of reading this, make sure you put at least one networking event on your calendar .Then try some of these tips on for size!

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Co Th Of rn e fic er e

Tech Corner

Graph Expo 2010 a Digital Print Show

F

By Howie Fenton

or decades Graph Expo has been a “Heavy Metal Show.” Not because you could see AC/DC or Led Zeppelin, but because you could see offset presses. Both have similar decibel levels, only one suggests earplugs; the question is which one. But seriously, one of the stories emerging from Graph Expo was the lack of offset presses and a greater selection of digital presses and continued focus on specific markets.

Walking the show floor, it became clear that two digital printing camps are emerging: toner or electrophotographic (EP) sheetfed

to look at samples under glass, but could get them into your hands—and the quality was impressive.

devices and high-speed inkjet web presses. The EP devices are going

The adoption of inkjet presses is clearly growing.

through evolutionary changes and are used mostly today for a wide

Consolidated Graphics announced plans to install

variety of horizontal products. The inkjet presses are going through

a Prosper at Automated Graphic Systems (AGS) in

revolutionary changes and, due to their costs, are targeted for high-

White Plains, Maryland, and Worldcolor announced

volume applications.

its plans to install one in its operation in Dubuque,

On the EP front, both Xerox and Kodak announced similar size

Iowa. Book printer Webcom is the first printer in

upgrades (26”). HP showed the Indigo 7500 digital press, which added

Canada to install an HP T300, while Courier Corpo-

the new Vision System—which I was told can look for unintended marks

ration has purchased a second HP T300.

But that’s not the whole story. At an offsite

EP or toner-based digital presses remain well suited for a variety of printing applications, most fitting into horizontal markets due to lower costs of shorter print runs.

panel presentation sponsored by Cabot, Donnelley and DST, Output discussed building their own inkjet presses. Although few details were made clear, they both spoke of adding inkjet color heads to existing web presses.

What Does This Mean?

Since no one is willing to discuss the costs associated with “adding color inkjet heads,” it’s not clear which markets and applications are best

on sheets and reject those pages and reprint them even with variable

served by this option, but the companies that

data printing (VDP). I did not see Xeikon, but it has been focusing on a

buy inkjet presses are targeting high-volume

new emerging market with its digital label presses.

products such as books, direct mail, newspapers,

Graph Expo 2010 was the first U.S. show where you could see inkjet

and transpromo applications. EP or toner-based

presses. Meeting with HP, I learned of its newest addition—the HP

digital presses remain well suited for a variety of

T350 press—which prints at 600 ft/min which is 50 percent faster than

printing applications, most fitting into horizontal

the T300. Dainippon Screen introduced the Truepress Jet520 ZZ (aka

markets due to lower costs of shorter print runs.

Ricoh 5000VP), which has a wider web width of 22.5 inches and prints

And those few companies that have mastered

at 600 feet/min. One of the show’s highlights was the much antici-

the variable-data sales technique are experienc-

pated Kodak Prosper 5000XL. Unlike other shows, you did not have

ing the higher profits resulting from VDP.

Howie Fenton is a consultant and trainer with NAPL. For more information about training salespeople to articulate the value of variable-data printing, email marketing, Purls, QR codes, and Web-to-print solutions, call 800- 642-6275, X 6328, or e-mail Howie at hfenton@napl.org.

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CANVAS december 2010

Co Th Of rn e fic er e

CMO Facts

Direct Mail in the past year…

• 23.6

percent of all mail sent in the United States is addressed inaccurately (USPS).

(Source: USPS | Publication: Paul & Partners Inc.) • The

quality of U.S. addresses decline by 17 percent each year (USPS).

(Source: USPS | Publication: Paul & Partners Inc.) • Internal duplication rates of up to 20 percent are not uncommon (Dun & Bradstreet).

(Source: Dun & Bradstreet | Publication:) •4 2

percent of businesses make no effort to measure data quality (the Information Difference).

42 percent of you are staking your future on what is effectively a blind data date.

(Source: Information Difference | Publication: ) • U.S.

businesses waste more than $600 billion each year due to defective data. (TDWI)

(Source: TDW | Publication: ) •D irect

Marketing has bucked the downturn in advertising by contributing GBP50.5 billion to the United Kingdom economy in 2007, a growth of 15.4 percent on the previous year, according to the DMA’s Economic Impact of the Direct Marketing Industry 2008.

(Source: DMA | Publication: 24-7 Press release)

Print in the Mix Fast Facts Print in the Mix has rolled out a “toolkit” which consists of templates in various formats (editable PDF, Word, InDesign) so that a company, printer, sales rep, etc. can easily copy and paste in Fast Facts and other data from the site, print it, and share relevant data with customers and colleagues. Each template features a placeholder for a company’s logo.

Barcode technology provider ScanLife has released a new report offering insight into consumer use of product barcodes based on its own platform data collected between June 2009 and September 2010. The report shows: •a n aggressive growth of scanning traffic—up over 700 percent in 2010—demonstrating consumer adoption of this emerging advertising device.

•S tarting in July 2010, there were more scans in a single month than all of 2009 combined.

ScanLife, like other mobile barcode reading applications, allows the consumer to download the software to their mobile phone and use the camera feature to get product information, coupons or other information by scanning 1D (UPC barcodes) and 2D (ex: QR Codes) barcodes placed on product packaging and featured in magazine and newspaper ads, as well as outdoor advertising.

UPC Scans: Top 10 Product Categories Scanned Category Share Health and Beauty* 21.2% Grocery 14.4% Books* 12.6% Kitchen 9.2% Other 8.6% DVD 6.4% Electronics* 6.2% Toys 4.9% Music 3.7% Home Improvement 3.6% Video Games 3.6% Office Product 3.3% Sports 2.2%

* Indicates a top three category of product purchases from the ScanLife app

The templates are available at: http://printinthemix.cias.rit.edu/pages/by_title?title=Toolkit

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CANVAS december 2010

e r Thrnece CoOffi

Leadership Insights

CANVAS magazine believes leadership is a vital ingredient to any successful business. That is why we went out and asked a few of our readers some key characteristics leaders must encompass to create a successful environment.

“ Great leaders recognize the power of encouragement.”

“ A leader realizes adversity bites at us all; the leader bites back!”

– Craig McConnell, sales trainer

– Matt Feldman, president

“ Allow everyone their voice and insights ... elevate them to their strengths and encourage the connection to all on the team beyond the board room.”

– Kelli Adkins, marketing director

“ From Dale Carnegie studies, it has been shown that feeling like a part of the team is even more of a driving force for employee performance than income. As a leader, make sure you allow your team to be informed and encourage their comments when presented in a non-threatening manner. Finding each team members’ goals and interests is helpful for getting them involved, learning and thriving at their job.”

– Deborah Good, graphic designer

t a Th ! s k n i St “I am very upset. Your customer service is excellent. That stinks! Now I'm going to start expecting it from all the other companies I work with.

Now see here, if you're going to continue to pull stunts like this, why I'll just...I'll just....

Keep coming back. So there! -grin-” Holly Williams NCI National Cellular

R

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People News Patrick Glenn takes the Helm at Craftsman Printing Inc. Craftsman Printing Inc., a general commercial printer, recently announced the appointment of Patrick Glenn as President. For the past five years, Patrick has been co-owner and corporate vice president, but will now assume responsibilities for all day-to-day operations of the company.

Senior partner, Jim Glenn, will continue in his position as chairman, but hopes to find more time to travel and improve his handicap on the golf course. Glenn commented, “During the past several years, I have been shifting more of the senior management responsibilities to Patrick. He takes new challenges in stride, and has been instrumental in some of our digital decisions, as well as establishing a mail and fulfillment department. I’m confident in this decision, as he is just as committed to customer service and satisfaction as I have been for 35 years”.

Patrick Glenn worked summers at Craftsman Printing through high school and college. After graduating from The University of

“ I’m looking forward to continuing the tradition of keeping Craftsman Printing a leader in our market.”

– Patrick Glenn, President, Craftsman Printing Inc.

Montevallo, he joined the Craftsman team in 1997. Since joining the company, Patrick has worked in every department at one time or another, learning the intricacies of the printing industry and Craftsman Printing specifically. He particularly enjoys the challenges of the manufacturing process.

“I grew up around this business and have known many of the people since I was a kid. The people who work at Craftsman are like family, and Craftsman is my home. Our industry continually evolves, but we have enjoyed continued success because of our loyal customers and employees.” Patrick stated. “I’m looking forward to continuing the tradition of keeping Craftsman Printing a leader in our market”.

Craftsman Printing, Inc. was founded in 1975 and is currently located in Homewood, Alabama. The 76,000 square foot facility houses the latest in sheet fed offset printing equipment, along with digital and variable data capabilities, a full-service bindery, plus mailing,warehousing and fulfillment operations.

Local Printer Honored for Sales Growth Peter and Kim Palermo, Elm Street Print-

in increased sales even in a time of an

companies participating in the CPrint®

ing & Graphics Inc., Camden, Maine,

economic slowdown. A company who

program. Mentors are charged with the

have been honored for their company’s

can achieve growth in these times can

leadership role of assisting assigned

sales growth by CPrint

only achieve it by being the best print

company owners in achieving their goals.

®

International

during the bi-annual Mentor Meeting in New Orleans, La. CPrint awards print-

provider for its business customers.”

CPrint

Elm Street Printing & Graphics Inc. is

International is an organiza-

the only printer in Camden that quali-

ers who have demonstrated significant

tion of independently owned family-

fied for the prestigious CPrint ® designa-

sales growth over the past year.

based businesses that strive for profes-

tion. CPrint® is available only to printers

According to Todd Nuckols, CPrint®

sionalism and performance among small

who demonstrate exceptional quality

president, Elm Street Printing & Graph-

business that commonly lack highly

and service by maintaining standards

ics is among an elite group of companies

developed systems and leadership.

in operations, training, equipment and

that are seeing sales increases in the slow

Companies throughout North America

software as well as worker benefits

economy. “Elm Street Printing & Graph-

participate in the program.

and working conditions. This program

®

®

ics is focusing on principles and practices

As mentors, Peter and Kim Palermo,

requires annual onsite recertification

geared to exceptional customer service,”

senior participants in the program, act

as well as participation in continuing

said Nuckols. “This effort is resulting

as chair of the board for a group of other

education programs.

For more information about the company, call 207-236-2896, e-mail Peter@ElmStreetPrinting.com, or visit the company’s Web site at www.elmstreetprinting.com.

P10 CANVAS december 2010

Vision Graphics Inc., one of the Top 250 in Colorado Vision Graphics Inc., a leading provider of integrated market-

outstanding customer service – this recognition is a wonder-

ing and print solutions, announced that it has been chosen

ful validation and puts us in with some excellent company.”

by ColoradoBiz magazine as one of the Top 250 Private Companies in Colorado.

Under Steputis’ direction, Vision Graphics Inc. has grown from a regional company to a national one; experiencing

“ColoradoBiz Top 250 Private Companies in Colorado is the

increases in revenue year-over-year quickly becoming a

most comprehensive ranking of private companies throughout

leader in integrated marketing solutions and high-quality

the state,” said Mike Taylor, Managing Editor of ColoradoBiz. “With the number of companies that submitted, to have made the top 250 list is impressive, but to be recognized within the top 40 percent of companies on our list—like Vision Graphics Inc.—is especially noteworthy!”

“Being listed ninety-fourth on the ColoradoBiz Top 250 Private Compa-

“ Being listed ninety-fourth on the ColoradoBiz Top 250 Private Companies in Colorado is an important recognition of our strong dedication to our clients and product line.”

– Mark Steputis, president and CEO of Vision Graphics Inc.

nies in Colorado is an important recognition of our strong dedication to our clients and prod-

digital and sheet-fed printing. “We have seen great customer

uct line,” says Mark Steputis, president and CEO of Vision

response to expanding our product offerings, combining all

Graphics Inc. “Our clients are very tech and marketing savvy

of their marketing and print needs,” says Steputis. “Having

they want to do business with a company who understands

acquired Keyline Graphics a little over a year ago we fully

all of their marketing and print needs. We take great pride in

expect to continue to grow our company and are committed

providing our clients strategic, cost-effective solutions and

to offering our client’s solutions to help them grow theirs.”

To learn more about Vision Graphics Inc. please visit www.visiongraphics-inc.com.

Point of

P12 CANVAS december 2010

V

View A

n Italian restaurant has just opened on the corner

of town. Its owners have invested in all of the typical promotional tools—large signage for the facility and a banner near the street for potential customers driving by; newspaper and magazine adver-

tising; a bright, shiny menu; and flyers to hand out at the upcoming city taste-testing event. But unlike previous years and previous restaurants that tried unsuccessfully to estab-

and shows are dedicated to the topic,” says

lish a customer base, this business owner

Carl Joachim, vice president of Marketing

is marketing savvy. He knows he needs more than just traditional marketing and materials. He’s looking for multiple channels. He’s also looking for a vendor who can lump those multi-channel marketing services into one package so he can focus on the dinnertime rush he’s expecting.

Are you going to be that multi-channel vendor?

at Production Printing Business Group,

What does multichannel marketing look like from the customer’s perspective?

“The industry is now talking about

multi-channel

marketing

much more frequently than they were a few years ago; in fact, industry events

Ricoh Americas Corp. “However, savvy, leading customers have been paying attention to the benefits

that

marketing

multi-channel

can

deliver

for

several years now, and many of them have been implementing multi-channel marketing programs over the past 12 to 18 months and seeing results.

Other customers have been taking

by Graham Garrison

notice of the topic and have started to embrace the concepts and are working toward the how-to stage.”

CANVAS P13

Point of View

Free Chick-fil-A Sandwiches?

Dukky, a company offering an “evolutionary direct response platform” for direct marketers, recently caught the eye of Entrepreneur, which highlighted a Dukky-engineered viral campaign that sent 5,000 direct mail pieces offering free Chikfil-A chicken sandwich or biscuit, with a PURL for each user to supply information such as their name, address, birthday and gender. Customers

who shared their eating experience via the social media element were entered into a chance for a larger prize—free Chik-fil-A sandwiches for a year. Dukky tracked all of this with its software platform.

According to Entrepreneur, the offer had an astounding 26 percent conversion rate, and the “Chik-fil-A store captured 3,400 names and e-mail addresses for future marketing efforts.”

Indeed, print sales reps, especially those with

be retained. “By repeating a message via several different chan-

multi-channel marketing capabilities in-house,

nels, the chances of product or service recognition, retention, and

can provide the “how” for their clientele.

action are enhanced,” he says. “Multi-channel marketing has the

But success will come from understanding

benefit of building brand loyalty and providing the customer with

more of the “why”—that is, why each customer

the opportunity to actively participate in promoting a product or

wants to invest in multi-channel marketing,

service (or in some cases expressing criticism).”

and why each customer’s campaign must be

The restaurant owner knows he needs a collection point for the

unique. The following offers a glimpse into a

different channels to track ROI. That’s where a database comes into

customer’s buying decisions with a multi-chan-

play. The software options are about as plentiful as his menu selec-

nel marketing campaign.

tions, but he’ll probably lean toward a system that allows him to track progress in real time, on

Touches At the new Italian restaurant, Alfredo’s Kitchen, their goals are to attract customers and build a database for future promotions. A multichannel marketing campaign makes the most sense because it provides an opportunity to touch the customer several times, “through different mech-

his own, without a lot of hassle in the

“The one concern that companies have to be aware of as they implement multichannel programs is to ensure that the messaging is relevant and isn’t bordering on invasive or annoying.”

anisms, with higher chances of achieving your expected result— whether the result is higher awareness, product adoption, or increased revenue,”

marketing can have on customer relationships is dramatic—if the campaigns are done correctly.”

base with a number of fields to track. So whether it’s an e-mail or direct mail piece coupled with a PURL campaign, he’s able to make the message personal.

Channels The next step for Alfredo’s Kitchen it a bit more tricky. “The

– Carl Joachim, vice president of Marketing at Production Printing Business Group, Ricoh Americas Corp.

says Joachim. “The effect multi-channel

setup. He’s also looking for a data-

one concern that companies have to be aware of as they implement multi-channel programs is to ensure that the messaging is relevant and isn’t

bordering on invasive or annoying,” says Joachim.

“Just because we have multiple channels to reach a customer

Mike Blum, a professor of Graphic Commu-

doesn’t mean they want to be reached on all of them and with

nication at Cal Poly, San Luis Obispo and head

everything you want to say. However, if the message is relevant

of the Web and Digital Media Concentra-

and the multiple channels are managed and timed correctly—so

tion, says that many studies have shown that a

that the customers see the touches as convenient and noninvasive—

message needs to be repeated multiple times to

then the results are great.”

P14 CANVAS december 2010

Point of View

There were plenty of potential pitfalls for our restaurant owner in creating a multi-channel marketing campaign.

Consider:

Pitfalls

He could have flooded the market, and gotten a trickle of traffic. One possible channel not included in this hypothetical exercise was e-mail marketing. It can be “very effective, but it can also be dangerous if not used wisely and correctly,” says Joachim. “Anti-Spam laws are not to be laughed at.”

He could have put all his resources into one channel. A QR Code heavy campaign would fall short of those without smart phones. Like e-mail marketing, PURLs should be used strategically.

And having a Facebook page and blog is a start to a social media presence, but it involves continued attention.

The buzz could have gotten out of hand. If the owner wanted comments on his meals and service, he should be prepared for the positive and negative. “The potential of increased sales is the primary driver of investment in multi-channel marketing, but it does seem that generating buzz around a product or service has the perception of value on its own—and it should, since that ultimately leads to better recognition and hopefully sales,” says Blum. “But note that buzz can also be negative. As soon as users are given an opportunity to review a product, blog about it, post about it, etc., inevitably critical comments will surface. A common way to counter balance this is to ensure that positive comments are posted too and that critical comments are responded to with a genuine interest in improving the products or services.”

The following is how the restaurant decided to

ploys with bona fide tracking. Real estate agents can include a QR

use the different channels, and why:

Code for up-to-the-minute housing information on their flyers. The list of potential customers who would be interested in a QR Code

PURLs. The Alfredo’s Kitchen owner knows

for marketing campaigns is long.

he needs to start somewhere with data collec-

Alfredo’s Kitchen opts for a QR Code in a coupon that offers

tion, so he opts for a direct mailer that includes

lunch and dinner specials. Customers who use it will get a free

a PURL (see sidebar for a successful example).

appetizer if they visit the QR Code’s landing page.

The coupon is in the Sunday newspaper and

The PURL sends customers to a custom-

is part of a direct mailer for local busi-

designed landing page where they

nesses that is sent to homes. The owner

can fill out information such as their address, e-mail, favorite Italian dish, favorite drink, and whether they’d be interested in

future

announcements.

After his main Web site, it’s his best shot at introducing his restaurant electronically.

“PURLS are almost a necessity at this stage of multi-chan-

“Social media may give you ROI, but the main thing that social media gives you is brand awareness.”

nel marketing,” says Joachim.

“Without them, the tracking and sense of one-to-one communication

– Noah Knoble, an account executive at J.B. Kenehan

wants a QR Code on his new business cards and on his manager’s. Menus, flyers, local advertising—all will come with a QR Code.

Social Media. Branding has gone social. “Social media is extremely effective and allows for a very current demographic to participate,” says Joachim. “It also allows for an extended brand of your company to be

seen in the marketplace.”

Don’t think end users realize the impor-

is lost.”

tance of branding? A study conducted by Edelman QR Codes. End users are just beginning to real-

and reported in a Fast Company article showed that brand iden-

ize the advantages of QR Codes, in both ROI

tification is “just about as important as religion when it comes to

and sales generation. A magazine publisher likes

personal identifiers Millennials (those born between 1980 and

them because it’s a way for his advertisers to offer

1995) share online.” Sales pitches to them come from Tweets and

new products, discounts and other promotional

Facebook posts.

P16 CANVAS december 2010

However, Alfredo’s Kitchen owner is a bit wary of social media. The direct mailer with PURLs, coupons with QR Codes and first round of flyers and other assorted promotional pieces have already gone through. He doesn’t want to spend the money right away on another mailer or coupon. He opts to include a Facebook plug on future printed marketing and advertising materials, but for now builds a link to Alfredo’s Facebook page in the QR Code landing page. He’s also thinking about Tweeting about discounts and 2-for-1 meal nights.

But first he wants to see the tables full.

“Social media may give you ROI, but the main thing that social media gives you is brand awareness,” says Noah Knoble, an account executive at J.B. Kenehan. “The feeling I get with

In a white paper titled “Reaching Clients

customers is that with social media, they want to build loyalty

Through Cross-Media Communications,” spon-

by word of mouth.”

sored by RICOH, Cal Poly’s Blum wrote that, “each of these channels requires appropriate

The next step

staffing and attention to detail in order to be

The final step in a multi-channel campaign is also the first

effective. Each channel can reinforce the others

step toward another one—evaluation. The feedback the

and together they can provide a synergy which is

restaurant owner gets from tracking the PURLs and QR Code

greater than the sum of the parts.”

will be used by the restaurant owner to base his purchasing decision with future campaigns. How many registered with

Are you going to be that vendor? Are you prepared?

the PURLs? How many used the regular coupons? The QR

“Everyone is looking for what to do to make

Code? With multi-channel marketing, a provider absolutely

themselves more unique,” says Knoble. “If you

must make a good first impression because the end user has

don’t know about it and speak about it, they’re

to make a good first impression with its targeted customers.

going to go to one who can.”

CANVAS P17

The Secret to Success

P18 CANVAS december 2010

A

s one of the worst years for the U.S. economy since the 1930s comes to a close, forecasts for 2011 are being volleyed about in the media, and pondered over tall lattes and in

boardrooms across the country. Accordingly, anxious entrepreneurs and CFOs are doing the math by day and searching the heavens by night to come up with a viable plan for the future—one that will ensure survival, if not profitability. So what should you do— what is a sound strategy for print industry executives? Don’t worry about it—in 2011 the economy will recover remarkably…or stay the same… or decline even further. For planning purposes, it really doesn’t matter, says Jeffrey Hayzlett, hailed a “Celebrity CMO” by Forbes Magazine.

“A good company always succeeds despite the economic climate. My advice is to not let the current situation influence and stifle you. Be proactive, not reactive. Strive to be great and set yourself up for greatness. Great companies always succeed regard-

by Lorrie Bryan

less of the economy. Strive to be a premium brand rather than an affordable brand; the best rather than the cheapest.”

Segmentation is the Cornerstone to Prosperity Tom Moe, vice president of Sales at Daily Printing and a 28-year industry veteran, concurs. “If it was a good business decision two years ago, it’s still a good decision. Don’t be paralyzed by the current economic situation. A good business decision should not be economics dependent.”

Utilize Segmentation How do you set yourself up for greatness? How do you make good business decisions? Hayzlett suggests that you focus on what you do best and expand it.

Segmentation is a tool that is frequently used to identify potential new business expansion avenues. By evaluating and identifying subsets of buyers within your market that share similar needs you can target the areas where you should most likely focus your resources and increase profitability.

“It’s important to look inward as well as outward,” explains Moe. “Traditional general print companies are

CANVAS P19

The Secret to Success

“ We are targeting the retail and healthcare sectors because we have expertise in those areas and we think there are opportunities there for growth and profitability.”

– Sherwin Poorsina, president of Pacific Standard Print (PSP)

not growing. So you need to identify your core

going out and using a number of vendors to try and reach their

competencies today and tomorrow, and ask your-

market, they can accomplish multi-channel marketing with one

self how these fit with what your customers’ needs

company—us. We can tie the direct mail into the other marketing

are today and tomorrow. Determine how you can

avenues with QR codes and PURLs and maintain consistency and

add value and create new revenue opportuni-

track and measure response rates.”

ties. You can’t afford to react impulsively without

Become an Expert in Your Targeted Segment

looking at the facts.”

An example of impulsive behavior Moe cites

In addition to identifying segments of your market with the great-

would be thinking you are going to grow your

est potential for growth and profitability, Sherwin Poorsina, presi-

business by purchasing a new expensive flatbed

dent of Pacific Standard Print (PSP), along with Moe and Hayzlett,

digital printer and then looking for customers to

stresses the importance of changing the way you perceive yourself.

utilize the printer. “Then you are going to end

“Print is not a commodity any longer and you can’t continue to

up using price to attract

think of yourself as a print sales rep.

customers and essentially

You have to become a marketing solu-

commoditizing print rather

tions provider—be an expert in your

than adding value. That’s not

targeted segment, identify problems

a good growth model.”

and offer strategic solutions with says

cross-media campaigns. You should

that offering multi-channel

be meeting with the marketing manag-

marketing

In

contrast,

Moe

may

ers and CMOs—not the print buyers.”

dovetail nicely with print-

Sales are up 40 percent over last

on-demand, variable digi-

year at Pacific Standard Press (part

tal printing and direct mail

of the Consolidated Graphics family

services that you are already

of companies) and Poorsina says that

providing customers. “And

targeting specific market segments

the addition of multi-chan-

has been a key factor in that success.

nel marketing services is not

“We are targeting the retail and

services

a multi-million dollar investment like a new piece

healthcare sectors because we have expertise in those areas and

of equipment would be. For example, we have a

we think there are opportunities there for growth and profitabil-

client in the higher-education sector that we do

ity. For example, we have a marketing solutions provider that has

a lot of direct mail for. We helped them under-

managed an account for a large food retailer for several years and

stand that their target population, potential

has become an expert at providing the types of products and

students who are 17 to 22 years old, are big users

services they need. He has been able to apply that expertise with

of electronic communication and are responsive

other retailers and become a true partner—advising them and

to e-mail and SMS marketing. Rather than them

helping them avoid problems and save money.”

P20 CANVAS december 2010

Diversify Poorsina notes that he also thinks it’s important to diversify beyond your vertical markets and not be tied too closely to a particular industry. “We don’t want to end up like the printers that only did annual reports for the automotive industry.” In order to ensure diversification, Poorsina advises using product segmentation in addition to market segmentation. “Look at your areas of expertise and see if they are applicable to other industries. For example, we do bill inserts for a large telecommunications company. We have gained the expertise to ensure that the bill insert process goes smoothly.

We marketed our services to other industries that need this expertise and we are now doing bill inserts in an entirely different industry.

This is a nice addition to the mix, and the diversification makes us less vulnerable to downturns in a specific industry.”

“ If you are going to be a product specialist, you have to be the low-cost provider. If you only print 6 x 9 brochures then you have to do it for less than your competitors.”

– John Laabs, vice president of Sales and Marketing at Independent Printing Company

John Laabs, vice president of Sales and Marketing at Independent Printing Company, also recommends looking at adjacent product segments as well as adjacent market segments. “We know what we do well and what is profitable for us. So we frequently take what we did for one customer and repurpose it for a customer in another industry or geography with similar needs.” Laab, whose

CANVAS P21

The Secret to Success

Business 101 What is one of the most important business lessons that you’ve learned?

“ Just do it! No one is going to die. So swing hard, swing for the fences. Keep trying and pushing, show up over and over until you get it right.”

– Jeff Hayzlett, former chief marketing officer at Eastman Kodak Company and author of The Mirror Test.

“Endeavor to persevere.” (from Chief Dan George in Outlaw Jose Wales) – Tom Moe, vice president of Sales at Daily Printing

“ Be a student of the game; become a solutions provider not just a sales person.”

– Sherwin Poorsina, president of Pacific Standard Print (PSP)

“ The key to success is hiring great people and developing them.

Let them do their job, reward them, invest in their future, train them and help them reach their goals.”

– John Laabs, vice president of Sales at Independent Printing Company

company developed bluedogdigital.com and

use, blood-pressure, cholesterol, etc. They were offered a chance to

independentgreetings.com to leverage their

meet with a health coach by using a personalized URL (PURL). At the

expertise and build business, says he encour-

PURL, they were asked a series of readiness-to-change and lifestyle

ages his sales force to go to area trade shows,

questions—where the answers were forwarded to the health coach in

talk with people, identify problems and create

advance of their meeting. Then they were connected with an online

solutions. “We can’t just sell ink on paper.”

appointment calendar system to choose a convenient day and time to meet with their health coach.”

Provide Solutions

One week before the campaign deadline date, a “bump card”

For example, Laabs says his company recently

was sent out to those addressees who had not yet visited their

came up with an effective solution for a client in

PURL that extended the deadline by one week. Laabs says that by

the health care industry. A

the time the bump card went out, they

regional wellness provider

had seen a 5.25 percent response rate

was having difficulty engag-

(well above the industry average of 2.6

ing patients who had scored

percent). “After the bump card, the

poorly on recent health risk

final response rate was 8.5 percent!”

assessments

and

needed

“The Internet has changed the

to get started on a coach-

game,” Laabs affirms. “If you are going

ing program towards better

to be a product specialist, you have to

health. After trying traditional

be the low-cost provider. If you only

direct mail, phone calls and

print 6 x 9 brochures then you have to

e-mails, they were running out

do it for less than your competitors.

of ideas. “So, we developed a

You are not adding any value to your

postcard+PURL+bump card

commodity. There are more oppor-

campaign

tunities for us as marketing solutions

that

leveraged

the results of the health risk

providers

utilizing

effective

multi-

assessment (HRA) to make a compelling pitch for

media approaches. This means that we have to go back to school—

the individual to engage. Each addressee received

literally or figuratively—to understand the evolving technology, to

a personalized postcard that clearly stated their

become experts within our targeted segments and provide value

HRA score and detailed their risk areas—nicotine

to our clients.”

P22 CANVAS december 2010

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The Secret to Success

The 8 Ps Most professional marketeers can easily recite The 4 Ps of Marketing. Otherwise known as The Marketing Mix, the 4 Ps have been a cornerstone concept driven into the minds of aspiring marketers everywhere. However, marketing is so much more than that. In fact, an additional four Ps exist that are more important and more impactful; the 4Ps of Strategic Marketing are critical to the prosperity of any organization. Unfortunately, most companies don’t invest the time on these areas and suffer the long-term effects of ignoring them. Let’s take a closer look at all 8 Ps and how great companies employ them.

The 4Ps of Strategic Marketing Probe: Market research consists of taking the time to uncover potential markets and what makes them tick. No business can operate without investing in thorough market research. A company cannot simply build a mousetrap without knowing if there are any mice. Utilizing focus groups, surveys, sales rep feedback, and personal interviews are a few easy ways to get started.

Partition: Otherwise known as segmentation, partitioning is the key to all business. Determining like characteristics within potential prospects and clients is the path to success. Defining certain variables and then partitioning the market into “like” groups is an exercise that few companies perform. The best companies stand for someone and you cannot stand for anyone until you define them succinctly.

The 4Ps of Tactical Marketing (The Marketing Mix) Product: Now comes the offering or marketing mix. This is based on what your clients need and not what your capabilities are. It is no longer enough to buy a press and then look for people to buy print. You need to define markets and then source the products that the market demands. You cannot do that without great insight and understanding what the above 4 Ps give you.

Prioritize: Once you have probed the market and segmented it into groups, you can start to determine which groups would be fruitful to pursue. Just because you have a segment, does not mean you can make any money at it. Look at your assets and your skills sets and prioritize the groups relative to your ability to serve.

Position: Many academics will put positioning as the 5th P of tactical marketing because it is so critical. It is the bridge from strategy to offering. In other words, once you have determined the attractive markets, you must define who you are to them. You could be the “low-cost leader,” the high-quality supplier,” or the “intimate consultant.” Either way, you need to make a decision about who you stand for and what you mean to them.

How a customer gets the product is not only important to them, it may be relevant to the costs of your business. Place, or channel, is often misunderstood and left unexamined.

Price: After you have established the products needed, you must consider the value of that offering. More specifically, price is not about affordability. It is about value. Having the right products is one thing, but understanding the value the client attaches to it is powerful.

Promotion: Finally, we get to what most of the universe believes is marketing.

Promotion is NOT marketing. Promotion is simply the communication pillar of the marketing mix. Interestingly enough, promotion communicates the other 3 Ps of tactical marketing and nothing more. It tells you what the product is, how much it costs, and how you can get it. Unfortunately, most businesses, including small businesses like printing, ignore this idea. The belief that marketing is promotion is limiting and, in the long term, deadly.

Place: The marketing mix also includes the manner in which clients acquire the product.

Is it through a store, an on-line channel, a sales rep with an order pad, or a call center?

Marketing is everything, and unless you have a real marketing process in place, you will have no control over your future. Engage the 8 Ps and thrive.

P24 CANVAS december 2010

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CANVAS P27

»» Product Spotlight Ricoh Introduces the RICOH Pro C901/C901s Graphic Arts Edition Color Production System The Production Printing Business Group

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This introduction expands Ricoh’s color product portfolio, building on the highly successful RICOH Pro C900.

The RICOH Pro C901/901s is equipped with advanced technology that makes it possible to achieve high-quality imaging on a wide range of media with maximum output speed. The RICOH Pro C901/901s Graphic Arts Edition operates at a speed

The RICOH Pro C901/901s is equipped with advanced technology that makes it possible to achieve high-quality imaging on a wide range of media with maximum output speed.

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P30 CANVAS december 2010

How to Sell a Solution— Quickly!

by Linda Bishop

B

ob was looking through the paper swatch

Bob grinned. “So you’re still in the running.”

files when he heard a loud groan from Matt’s office across the hall. Bob turned his head

Matt shrugged. “I guess, but situations like this sure make

and saw Matt, a 20-year print sales veteran,

me long for the good old days when selling a solution

staring at his computer, frustration showing

meant convincing a customer to print a PMS color instead

in every line on his face. “What’s the problem?” Bob said.

Matt tore his gaze away from the screen to look at Bob

and said, “MegaCorp is driving me crazy. Sue is the buyer and she’s been a loyal customer for years. When we started selling storefront solutions earlier this year, I talked to her.

She loved the idea of online ordering, so she got me a meeting with her boss. The boss liked the idea, too. I even did a formal presentation for the entire marketing team.”

of doing a screen match.”

If you’re like me, you’re always looking for a way to make more deals and make them faster. When you’re talking about transactional selling and printed products, the flow is simple.

Identify the Buyer.

“How did that go?” Bob asked.

Meet and Identify a Pain Point.

“I thought it went great. After that meeting, Sue asked for a proposal. That was six weeks ago,” Matt pointed at the email on

Convince them to buy what they were already buying from you.

his computer screen. “I just asked Sue where we stood, and all she could tell me was that the boss hasn’t made any decisions.”

Make a sale.

CANVAS P31

How to Sell a Solution—Quickly!

In today’s complex solution selling world, the solutions we sell could include storefronts or PURL campaigns, leads acquisition and nurturing programs, on-going mailings to promote loyalty, or catalogs tied to microsites with QR codes. Selling these solutions requires a more sophisticated approach to identifying decision-makers, defining pain, determining buying criteria and making sales.

In some cases, closing the deal requires months of shepherding on the part of a dedicated sales professional, and there is nothing we can do to speed up the process. Other opportunities would close in a week if we gave the customer the right information to make an informed decision. By keeping these nine steps in mind, you can spot fast-trackers and keep them moving forward toward a quick close.

»»

Step One: Find a customer with a significant problem they recognize.

»»

Step Three: Ask enough questions to understand the problem fully.

Solution selling is easier when you meet a

More times than I’d like to remember, I missed out on a sale

customer with a significant problem—meaning it

because I didn’t ask enough questions. Gathering the right infor-

is important to fix. Either the consequences are

mation helps you propose the right solution, define value and

dire if the problem continues, or the rewards are

understand price points. To design a questioning strategy, use

big if the problem is eliminated. To fast-track the

reverse engineering. By defining what you need to know, it’s easier

sale, the customer must acknowledge the prob-

to plan targeted calls and fast-track the selling cycle.

lem. If they don’t admit to it, you’ll have to spend time convincing them a problem exists and you have the solution they need.

»»

»»

Step Four: Be sure the customer believes it is urgent to solve the problem.

Step Two: Talk to the decision-maker.

Every organization and individual has priorities. To make a quick sale,

When buying decisions are made by commit-

that is the case, customers act with a sense of urgency because:

tees, the sales process creeps slowly because

• They acting on an internal initiative.

you’re required to address multiple variables

• There are major unpleasant consequences if no action is taken.

from multiple personalities. Sometimes you can

• Money has been set aside to solve the problem.

circumvent the committee process by identify-

• Solving the problem brings the decision-maker recognizable rewards.

ing and talking to the decision-maker at the front

the problem you can solve must be aligned with priorities. When

»»

To identify the decision-maker takes thought. At

Step Five: Find out if the customer is willing to spend money to solve the problem.

Thought Transformation, I recommend getting out a

Talk about money early in the process so you understand where

pencil and paper and jotting down this information.

the customer stands. Is there a budget for the solution? If not,

• The problem and its ramifications.

where will the money come from? And, is the customer willing to

• Everyone who is impacted, including

shift money within their budget and spend it to solve the problem?

end of the cycle.

departments and title.

When discussing dollars, talk about ranges, not specifics. For

• An approximate cost to fix the problem.

example, say, “Other customers have spent $5,000 to $7,500 on

• Your best guess as to who cares the most

this solution. Does that price range seem affordable to you?”

about fixing the problem, controls the budget and could authorize spending.

There are some problems where fast-tracking

»»

Step Six: Does the customer like and trust you enough to buy your solution?

a sale means talking to the CEO. If the problem

When it comes to buying a solution, customers have three options:

impacts multiple departments, the CEO is the

• They could buy the solution from you.

logical starting point because costs and benefits

• They could buy the solution from your competitor.

stretch across the organization, and your solution

• They don’t buy the solution, either because the problem isn’t that

may be tied to strategic goals such as lower over-

important or the solution costs too much for the perceived benefits.

all total costs.

P32 CANVAS december 2010

How to Sell a Solution—Quickly!

If the problem is important and the customer

Proposals and presentations can sell—or unsell—your solution.

is willing to spend money, your goal is to be

The finish line is in sight. Don’t skimp on the time you invest in this

the partner they chose. To accomplish this, you

important step. Be prepared to spend an average of two to six

need to invest enough time with the buyer so

hours putting information into a “Wow!” format if you want to win

they’re comfortable with you, like you enough

the deal.

to give you their money, and trust you enough

»»

meeting and can instantly present an affordable

Step Eight: Prove to the customer you are competent to execute the solution.

solution, the buyer may not be ready to buy if

You increase the odds of a sale by offering proof that you’re the

they don’t feel they trust you enough to hand

right choice for the project. You speed up the sales process if you

you a purchase order.

are prepared to show the customer:

to believe your solution is in their best interests.

Even if you identify the problem in the first

»»

• Testimonials.

Step Seven: Impress the customer when you present your solution.

• Customer references.

Presentation matters when you’re selling solu-

• Product demos.

tions. You impress the customer by: • Setting the stage and detailing the situation the customer is facing now.

• E xplaining the benefits of the solution and how they customer will be better off.

• White papers.

• Case studies.

»»

Step Nine: Prove your solution is the best value.

Customers don’t always buy the best or buy the best price, but they always buy the best value. This is what is “good enough” to solve the

• Including key features.

problem with the smallest outlay of money for the biggest bundle of

• Pointing out competitive advantages.

benefits. Customers may not buy the solutions with the most plus-

• Making a case for the solution by showing the

ses, but they always buy the solution with the fewest minuses.

return on the investment.

• Anticipating potential objections and addressing them before they become obstacles.

Harry Beckwith puts it like this in his book, “Selling the Invisible.”

“Forget looking like the superior choice. Make yourself an excellent choice. And eliminate anything that might make you a bad choice.”

If you are asking for a lot of money, be sure your proposal makes you look like you’re worth

Throughout the selling cycle, take a lesson from the infomercials.

the price. Create a special cover. Include a letter

Be enthusiastic. State benefits again and again. Tell customers how

signed by the president of the company thanking

you eliminate risk.

the customer for the opportunity and guarantee-

When it’s time to close, ask enough questions to fully under-

ing performance. Explain acronyms, or avoid

stand objections. Listen to what customers say—and what they

them completely. If you know writing is not your

don’t say. Ask customers what they like about your solution.

strength, consider hiring a copywriter if the dollar

Sometimes this is the best way to convince customers to say,

amount of the solution is large.

“Yes, I want to buy.”

If a PowerPoint is required, be sure it looks profes-

Last Thoughts

sional, includes your logo and focuses on key

The speed of the sales cycle is ultimately driven by the customer’s

points. To get professionally designed templates

motivation to buy. It is easier to sell to an individual than to a group

and guidance for presentation content, follow

because you can tap into one person’s motivating factors and

these steps.

determine if they have money to spend. When you’re selling to a

• Open the PowerPoint™ program.

group, you need a coach who can help you understand the other

• Click the Microsoft™ icon in the upper left corner.

players and who has the power to influence or decide.

• Click “New.”

When you find yourself in an extended sales cycle with multiple people and personalities, take time to outline your sales strategy

A window will open. Look for Templates on the left.

on a piece of paper. Take a stab at a time line and list milestones.

• Click “Business.”

This simple step makes it easier for you to stay focused on your

• Select a template and download.

goal and sell the solution.

Linda Bishop has spent over 20 years in sales and marketing. She was previously vice president of marketing for IPD printing, presently owned by RR Donnelly. In 2005, she started Thought Transformation, a national firm dedicated to helping clients add sales dollars by developing an educated and professional sales force.

P34 CANVAS december 2010

CANVAS P35

Viral Attitude P36 CANVAS december 2010

How to

Serve Right/Learn Right

by Brian Sullivan

T

ake a moment right now and think of your worst experience as a customer.

Perhaps it was the flight attendant who told you, “My primary job is NOT to wait on you,” when all you did was ask for a refill of water. Or maybe it was the customer “bad” service rep who told you almost gladly she couldn’t make an exception because “that’s company policy.” Or consider the waiter with

“It’s fine to celebrate success but it is more important to heed the lessons of failure.”

– Bill Gates, chairman of Microsoft Corporation

squinted eyes and tight lips who stared at you and his watch while your kids were torn between the chicken nuggets and the corn dogs. (Who knows what really ended up on THAT plate?)

Bad feeling, isn’t it? While many folks (much more forgiving than this writer) may be able to chalk those lame performances up to a person “just having a bad day,” it’s important for all of us who serve customers to realize that BAD SERVICE carries a bigger punishment than ever before.

CANVAS P37

Viral Attitude

Think about this. When you go to Amazon to buy a book, where do you almost always look? Reviews, Customer Opinions, Testimonials, correct? You can

•4 7 percent swore or shouted •2 9 percent reported they got a headache, felt their chest tighten or cried (Wow)

get almost all the information you need from what other people have already experienced. And these

Now let’s get something straight. There IS a difference between

days, before people go on trips, many spend more

a negative customer experience resulting from an honest mistake

time checking out sites like Trip Advisor than they

versus one resulting from an apathetic employee. In fact, negative

do the Web site of the hotel or destination they are

customer feedback that comes as a result of an oversight or error

considering. Once again, that’s because they want

is the type of feedback that makes organizations and individu-

to know what others have experienced. To support

als better. Microsoft founder Bill Gates said it well when he said,

this, an eVoc Insights study sites that 48 percent of

“It’s fine to celebrate success but it is more important to heed the

consumers need to consult reviews before making

lessons of failure.” So when failure and then criticism comes, you

a purchase. This means, each customer experience

need to react appropriately.

you provide might be shared with hundreds or even thousands of people.

In her book, A Complaint is a Gift, Janelle Barlow discusses five different

In short, one BAD ATTITUDE DAY by a customer service rep, a salesperson or any associate in an organization can define your company. It also means each experience YOU provide your custom-

reactions to personal criticism: 1. You don’t openly admit you made a mistake but instead remind the other person of the mistake he or she made.

2. Y ou reluctantly admit the mistake, spending more

ers daily is in fact MORE impactful than

time explaining it than fixing it.

3. Y ou openly admit the mistake but

that fancy logo your marketing team created, your colorful brochures or even that interactive Web site your company invested in. Scary thought, huh?

In fact, treat a customer badly today and in less than five minutes the Twitter and Facebook universe will decide whether you are worthy of their nickels.

secretly feel like you were attacked.

DID YOU KNOW:

4. Y ou take the criticism positively, apologize and then correct the action.

5. Y ou take the criticism positively,

80 percent of U.S. adults will never go back to a company after a negative experience.

Now let’s look at the hard

opportunity to improve.

Remember, while business-process failure (e.g. inaccurate order, late shipment, etc.) is tolerable, businessattitude failure is NOT. Because attitude

numbers associated with an employee’s “bad day” at work:

apologize and look at it as an

failure not only creates customer experiences that can take your company down, but it also prevents you from ever improving. So for the

A 2007 Customer Impact Report by RightNow

rest of this year, make a commitment to never let a bad day be

Technologies reported:

visible to your customer—knowing the long-term risks of creat-

• 80 percent of U.S. adults will never go back to

ing a bad customer experience. Secondly, when you or your

a company after a negative experience

company screws up (and you will), take the criticism, learn from

• 74 percent of consumers will register a

it, and let it fuel you to perform your job at the highest levels. By

complaint or tell others of a bad experience

doing so, you just might end up creating a ton of bad days for

(pre-Twitter)

your competition!

Sales Coach and Business Consultant Brian Sullivan, CSP, is the author of the book, 20 Days to the TOP—How the PRECISE Selling Formula Will Make You Your Company’s Top Sales Performer in 20 Days or Less. President of Kansas City-based PRECISE Selling, he delivers seminars and Internet training programs on sales, customer service, leadership and presentation skills to companies of all sizes. He also hosts the radio talk show Entrepreneurial Moments, a show dedicated to personal and business development. To find out more, visit him at www.preciseselling.com or e-mail Brian at bsullivan@preciseselling.com.

P38 CANVAS december 2010

Book Recommendation

The Traveler’s Gift

By Andy Andrews

Book recommendation written by Mark Potter

D

avid Ponder had lost everything. He lost his job, his money, and his will to live. With debts mounting and his family’s future in the balance, David is rendered unconscious after a car accident, and is magically transported to seven key points in

history. At each stopping point, he is met by historical figures such as Abraham Lincoln, Anne Frank, King Solomon, Harry Truman and

Christopher Columbus, each of whom imparts one of the seven key decisions that Andrews asserts are essential for personal success.

In The Traveler’s Gift, author Andy Andrews uses these meetings as a vehicle to impart a message that may never be more relevant for the printing industry. His message of how to live your life and persevere is conveyed through handwritten letters from these historical figures. His interactions with them lead to a few simple but practical lessons: 1. The buck stops here.

2. I will seek wisdom.

3. I am a person of action.

4. I have a decided heart.

5. Today I will choose to be happy.

6. I will greet this day with a forgiving spirit.

7. I will persist without exception.

Many of us have had feelings like David Ponder’s. These feelings may be magnified in this chaotic climate. However, Andrews reminds us that there have been many others who have chosen to embrace the moment and rise above it all. He uses their stories to drive home some basic values and ideals that can carry us through this new transition.

The Traveler’s Gift is a quick read and a great gift for the holidays.

It will lift people’s spirits and motivate them to higher levels of living.

CANVAS recommends you wrap it up and share it with others.

P40 CANVAS december 2010

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