Canvas Magazine | Culture Eats Strategy for Breakfast

P10 Effective Follow-up P26 Branding a Better You P36 Are You iCurious supporting print sales & Marketing executives

February 2010

s t a E e r u t l u C t s a f k a for Bre

Organizational culture can make or break your business, yet some print companies overlook it.

Here’s how to make it work for you.

February 2010

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Publisher’s Thoughts The Vibe

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Do electronic campaigns mean less print?

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Why goal setting is no longer optional P6

People News Hopkins Printing named Best Workplace Think Variable Print offers new Interactive Services that Boost ROI

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The Corner Office Tech Corner: CRM (Customer Relationship Software) Leadership Insights Print in the Mix Fast Facts: MIT Study Deflates Online Ad Advantages CMO: Marketing Insights: Define Where to Streamline

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Effective Follow-up Buyers tell you how to sell them

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Culture Eats Strategy for Breakfast Organizational culture can make or break your business, yet some print companies overlook it.

Here’s how to make it work for you.

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Product Spotlight

Publisher

Editorial board

Wausau Paper offers new online resource X-Rite offers color management solutions

mark potter

lisa arsenault McArdle Printing Co.

MANAGING EDITOR

gary cone Litho Craft, Inc.

graham garrison

peter douglas Lake County Press

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brent cashman

aaron grohs Consolidated Graphics, Inc.

How your search for knowledge will give you the business edge

CONTRIBUTORS

ron lanio Geographics, Inc.

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randy parkes Lithographix, Inc.

10 Rules to Fuel Your Life, Work, and Team with Positive Energy

ART DIRECTOR

Linda Bishop, Ryan McNally and Brian Sullivan

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Branding a Better You A conversation on reinventing yourself

Are You iCurious

The Energy Bus:

CANVAS magazine for more information: 678.473.6131, 2180 Satellite Blvd., Suite 400, Duluth, Georgia 30097 CANVAS, Volume 4, Issue 1. Published bi-monthly, copyright 2010 CANVAS, All rights reserved. Subscriptions: $39.00 per year for individuals.

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CANVAS

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The Vibe

A

A buddy of mine recently told me that one of his best reps left his organization. “We just were not on the same page,” he said. “He was a big time performer, but in order for us to grow we all need to be on the same page.”

I assume that we have all been in an organization that periodically talked about goals and the game

plan to achieve those goals. Oftentimes, leaders will hold meetings to get everyone jacked up and excited about the strategy. I assume most employees will put on a smile and applaud the effort and at least give the impression that they are on board. However, what if the support is only superficial?

I’m sure we have all seen it. Somebody tries to instill a positive vibe and a culture of change and some

Publisher’s thoughts

people just don’t buy in. The plan has no chance to survive because a culture of negativity was allowed to fester. Subsequently, the leaders didn’t realize that people were unhappy or cynical. In other words, it doesn’t matter what kind of strategy you may have. If you don’t have a positive vibe that prevails within your company, you’ve got no chance.

Despite sounding like common sense, there are a lot of people who just don’t seem to practice what they preach.

My friend is a stud. It takes real guts to let a star leave. Good organizations simply cannot have cancers in the office. In economic times like this where change is required, a positive attitude is especially needed.

In our book recommendation, The Energy Bus, Jon Gordon suggests that there is no way to succeed without being positive. He asks that “people get positive, fake it ‘til you make it, and kick the energy vampires off your bus.” In other words, the bus, train, or any other vehicle analogy you may choose, is leaving the station.

You can get on or not. Either way, the leaders within this business are amped about the future.

Interestingly enough, if you carry a “glass is half full” view of change, your clients will catch on immediately.

They demand hope from the people they partner with and they cannot afford to have negative vibes.

I hope you enjoy this issue. We are proud to introduce “The Corner Office” as a section of the magazine that highlights information that will prove useful to principals, executives, and any individual who thinks of himself/herself as a leader. Our cover article, “Culture Eats Strategy for Breakfast” offered us the perfect subject matter to launch this section. We subscribe to the theory that the most important thing a leader can do today is set a culture of change and positive vibes.

So, as we take our first steps into the new decade and we are thrust into change, take a moment to remember all those sappy sayings like “attitude determines altitude.” Despite sounding like common sense, there are a lot of people who just don’t seem to practice what they preach. Have fun, be happy, and spread good vibes.

Mark Potter Publisher

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CANVAS February 2010

X-Ray Vision

Do electronic campaigns mean less print?

by Cyndie Shaffstall

I

I have been helping Sir Speedy Centennial (Colorado) enter the electronic-services market. Like many printshops, they have watched their print sales numbers with concern for several years and were looking for paths to increase revenue and grow their business. The owner, Mike Booth, believed that electronic services might recoup some of the declining print revenue. Booth is on the right track, but electronic services should not be viewed as a replacement for print, but rather as a method to bolster and, in fact, grow print.

Sir Speedy Centennial (SSC) – and many of their customers – had heard plenty about

multi-channel marketing and had made moves toward competing in that market.

Until recently, they had a staff member with sufficient skills in creating HTML Web pages,

Cyndie Shaffstall has worked in

so they were able to produce landing pages and some custom e-mails. Through third-party

the marketing and publishing

sources and their in-house designer, they were even able to pull off PURLs and surveys, but

industries for more than three

when the Web designer left, they were at a loss on how to get back on track.

decades. She is director of

I’ve always felt that people are much more likely to learn when they have a vested

QuarkAlliance at Quark, Inc.,

interest in the solution. Booth and his team had many of the right tools, but needed

and in her spare time she

to understand how each of the tools could contribute to promoting print. Today, that

is editor and publisher of

understanding is coming through implementation and development of successful cam-

X-Ray Magazine, managing

paigns for promoting their own shop. As they succeed in their in-house promotions,

member and inventor at

they will be developing marketable skills to offer their customers.

StrappyArt, LLC, SEO/SMO advisor at Spider Trainers,

Building a Web presence

LLC, and the founder of

Many franchise shops rely on the franchise organization for their Web presence. This is

ThePowerXChange, LLC.

a grave error on behalf of the shop since they likely do not have visibility into visitor and traffic analytics. They also likely do not have the ability to post custom landing pages for campaigns in which they do engage. Sir Speedy Centennial did have a website for their location, but had not implemented best practices in designing the sections, categories, or even text on the pages. We started with a re-launch of their site using a WordPress blog. This format enables easy modifications by any employee using any Web browser – no expensive software required.

From here forward, campaigns will be comprised of at least three components: print, e-mail and the landing page.

Once the site was migrated, Booth began working on understanding how the text on every page could affect his Google rankings and is currently re-writing all of the content to support SEO. Organizational issues were resolved while building out the WordPress template. Their in-house designer began learning new methods for e-mail creation, such as slicing, CSS and HTML. A class in QuarkXPress 8 provided her first exposure to generating Flash content for banner and click-thru ads.

The biggest project currently underway is the segmentation of their customer database. No longer will SSC generate one-size-fits-all marketing campaigns. From here forward, campaigns will be comprised of at least three components: print, e-mail and the landing page. Additionally, they will be produced in small quantities with messaging that targets the interests of group to whom they are sending.

Monitoring the click-thrus and phone calls and closely tracking those analytics will afford them the ability to be nimble and to change offers that are not generating adequate responses.

SSC is just getting started, and admittedly has a long way to go, but the first step was recognizing that their print shop needed to expand beyond the offset press if they hoped to be competitive and survive in today’s electronic age.

Embracing electronic marketing doesn’t mean giving up print, it means supporting print with campaigns that bring new visibility to the customer’s products and services.

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CANVAS February 2010

Taking

A c t i o n

Why goal setting is no longer optional

A

By Paul Castain

According to the Social Security Administration, out of 100 people starting their careers today, after 40 years . . .

• One will be wealthy.

• Four will be financially secure.

• Five will continue working. (Not because they want to but because they have to.)

• Thirty six will have died.

Paul Castain is the Vice President of Sales

• Fifty four will be broke.

Development for Consolidated Graphics and is responsible for

The bottom line is that 5 percent will be financially free, and 95 percent struggling in some

creating and delivering sales

capacity, or worse. Talk about raining on someone’s New Year’s Parade, huh? We can choose

training content, as well as

where we will fall in most of those statistics. The following are things you can do today to

mentoring the CGX sales force.

change your course.

Paul’s career spans more than 25 years, during which time

Day changers

he’s trained more than 3,000

When the authors of Chicken Soup for

sales and sales leadership

The Soul set out to have a best seller, they committed to five daily actions to move them continually toward that outcome. Don’t ever begin a day without knowing what’s “In your five.”

Ask yourself the million dollar question: “Is what I’m doing, right now, the best use of my time?” If it isn’t, don’t panic, adjust.

Set appointments with yourself with the same commitment you have to with your clients. When you set aside Tuesday, from 9:30 to 11:30 a.m. to prospect, keep your appointment.

You also have another choice . . . to do nothing and play career/life roulette.

A few weeks ago you set out to have an awesome 2010. You are now a few weeks into the new year and a few weeks closer to the page in your success story that reads . . . The End! How will that story play out? Today; pick up the pen and start writing and living those pages; with intention, purpose and a spirit that says . . . This will be my best year ever!

A few weeks ago you set out to have an awesome 2010. You are now a few weeks into the new year and a few weeks closer to the page in your success story that reads . . .

The End!

professionals. Prior to joining Consolidated Graphics, Paul was the Director of Corporate Solution Sales at Dale Carnegie and Associates.

CANVAS

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People News Hopkins Printing named Best Workplace

Think Variable Print offers new Interactive Services that Boost ROI Streamwood, Ill.-based Think Variable Print (TVP) recently introduced five interactive services that are designed to reinvent results for its print and marketing partners.

Columbus, Ohio-based Hopkins Printting has been named a Best of the

Covered in HD video at www.ThinkVariable.com, these services add interactivity

Best Workplace in America from the

to familiar print and marketing methods:

Printing Industries of America. The Printing Industries of America exam-

• PURLs: Personalized URLs, or Web pages, that are tailor-made for an individual recipient.

ined over 300 metrics in evaluating employment

practices,

procedures

and perks of working at a firm. Those

• SMS/Text messaging: Sends one-to-one targeted information to cell phones.

measures ranged from work-life balance, financial security, health and safety, training and management prac-

• Quick Response (QR) codes: Users take pictures of the code with camera phones, opening a personalized URL in their phone’s browser.

tices to employee turnover rates. The company’s goal is to improve each of these areas on an annual basis.

•H D video: Links audiences to high-impact, personalized video that picks up where print leaves off.

“We view our employees as our main strength in our organization, so it is rewarding to know how we compare

•D ynamicMaps: Links a custom map image with turn-by-turn directions for each direct mail recipient.

to companies around the country,” said Michelle Waterhouse, Director of

“Our partners and their customers are under tremendous pressure to create more

HR at Hopkins Printing.

return on investment for their organizations,” said Sudhir Ravi, Director of Marketing, TVP. “TVP’s leadership and expertise in these interactive services merges with our partners’ strengths to exponentially increase their effectiveness.”

Ultimately, these new approaches save time and money over traditional marketing programs that don’t yield enough return on investment.

Each service gives TVP partners and their customers the power to target their audience with greater precision. Ultimately, these new approaches save time and money over traditional marketing programs that don’t yield enough return on investment.

“These services help our print and marketing partners not only survive, but control their destiny in the increasingly competitive arena of traditional and digital print services,” said Ravi.

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CANVAS February 2010

Tech Corner

CRM

(Customer Relationship Software) What is it?

Co Th Of rn e fic er e

And the new innovations in Service Cloud

CRMs are methods that companies use to inter-

2 put even more tools at your disposal, like

act with customers. There is an emphasis on han-

knowledge as a service to make your agents and

dling incoming customer phone calls and e-mail,

customers smarter and Twitter integration for real-

although the information collected by CRM soft-

time service conversations. Because it all runs online,

ware may also be used for promotion, and sur-

in the cloud, you avoid the expense of infrastructure and

veys such as those polling customer satisfaction.

headaches of software.

From the outside, customers interacting with a company perceive the business as a single en-

Outlook: Manage your contacts, e-mails, opportunities, calendar

tity, despite often interacting with a number of

and more without leaving Outlook. SalesOutlook leverages the

employees in different roles and departments.

combination of Microsoft Office and Exchange Server to deliver a

CRM is the combination of policies, processes

powerful and customizable account-focused electronic customer

and strategies implemented by an organization

relationship and team collaboration system. Innovation is the key

to unify its customer interactions and provide a

to SalesOutlook’s success. Since 1998, SalesOutlook, Inc. has led

means to track customer information. It involves

the industry in creating a fully integrated Outlook CRM applica-

the use of technology in attracting new and prof-

tion. SalesOutlook’s innovations have set the standard for others

itable customers, while forming tighter bonds

to follow. SalesOutlook was first to create a fully customizable Out-

with existing ones.

look CRM application, first to create the drop down interface, first to have item level security, first to have e-mail management, first

Software

to integrate PDA support, first to have an OWA client, first to have

ACT from Sage: ACT from Sage is integrating

direct SQL access to Outlook folder data via ODBC, first to have a

CRM software designed specifically for the small

low cost multi-user client and the list goes on.

business trying to get off the ground. Through organizing details of customer relationships and

Carpe Diem: JOBZ! From Carpe Diem is the only comprehensive

creating a clear and visible pipeline to each cus-

software solution for printing and packaging sales. It manages

tomer, ACT allows salespeople to take action

contacts, communications, proposals and projects for the sales

and make the sale.

reps specifically in the printing industry.

The advantage of ACT from Sage is it integrates with Microsoft Office, making it easier to

With JOBZ!, you can:

install and understand for those businesses with-

• Prospect for business.

out extensive computer skills. It is easy to use,

• Track contact activity.

but still has the capability to be personalized to

• Dashboard view your day.

fit your business needs.

• Specify and quote complex projects.

• Handle schedules and deadlines.

Salesforce.com: Salesforce.com is the enterprise

• Communicate with customers and production.

cloud-computing company known mainly for two

• Manage an entire sales force.

things: The Sales Cloud™ and the Service Cloud™; applications for sales and customer service or cus-

No generic contact manager comes even remotely close to

tomer relationship software. Sales Cloud allows

JOBZ! in addressing the specific needs of printing sales. JOBZ!

sales reps to spend less time on administration

has been in active use and continual development since the early

and more time with customers by providing all

1990s and is used by many high-profile companies.

customer information in one place. It also pro-

Sales workflow, developed by JOBZ!, is the process of specify-

vides customers with faster, more responsive ser-

ing, quoting and managing custom printing projects. JOBZ! pro-

vice across every channel … from the call center

duces all essential documents with no redundancy and with the

to the social Web. For sales managers, the Sales

greatest possible detail. The entire workflow of the sales process

Cloud gives real-time visibility into their team’s

is covered, including Request for Estimate > Proposal > Order En-

activities. And that means that forecasting sales

try > Job Ticket > Author’s Changes > Invoice Draft > Commission

with confidence is not only possible, it’s easy.

Worksheet (and many more.)

CANVAS

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Co Th Of rn e fic er e

Leadership Insights

Editor’s Note: John Quincy Adams once said, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” With Adams’ advice in mind, CANVAS decided to tap the minds of a few industry veterans to gain some valuable perspectives on leadership and management.

CANVAS: How do you define leadership?

CANVAS: What is the most effective leadership style and strategy one should utilize?

Steven Amiel, Owner at Marketing Mentors, Inc. “Leaders, bosses, owners, etc. set the culture, di-

Paul Wieczkowski, Print Production Professional

rection and business rules of engagement for their

“Fear of a supervisor only takes you so far, it is the respect of your

company. Managers are more tactical executors.”

subordinates that will bring you over the top. A happy staff, no matter what the industry, will always work harder and more efficiently.”

Harvey Hirsch, President, Creative Director at Media Consultants/Digital Dimensions3, Inc.

CANVAS: What are your top three management tips or prac-

“True leaders don’t worry about leading.

tices you incorporate into your everyday activities?

They look at their immediate environment and through their natural talents consistently rise

John Laabs, VP of Sales & Marketing at Independent Printing

to maintain their positions. It’s the rest of the

“Listening is the most important managerial communication skill.

tribe, clan or industry that stands in awe and

We were created with two ears and one mouth, so we should lis-

calls them leaders.”

ten at least two-thirds of the time. Never underestimate the power

Decision-making gets easier when you know where you are going and what principles you are committed to following.

Andrew Field, Founder and CEO of Printing For Less, Inc.

CANVAS: What is the best management advice

of getting ‘buy-in’ from your teams on new programs or initia-

you have ever received?

tives. Great ideas and new programs will fail miserably, if the team doesn’t enthusiastically embrace and execute them.

Lana Duncan, Indigo – Business Development Manager at HP

The most important management discipline I try to remember is … ‘Praise publicly, and coach improvement privately.’”

Several years ago I had a manager that taught me that if I had a problem or something

Andrew Field, Founder and CEO of Printing For Less, Inc.

wasn’t working ... instead of dumping the

“It is important to have great structures for communication throughout

problem on him to “fix,” I had to bring 2-3 al-

the organization. Daily huddles, where information cascades up and

ternatives and solutions to resolve the issue.

down rapidly, help keep everyone aligned. We try to err on the side of

It always made me think through the entire

over-communication.

situation instead of passing it on for some-

It is also important to have clearly articulated mission/vision/val-

one else to resolve. Plus, you have input in

ues that each decision can be measured against. Decision-making

the outcome.

gets easier when you know where you are going and what prin-

Today when I hear someone complaining that

P8

ciples you are committed to following.

something isn’t working, I always ask “so, what

In this day and age, efficiency and continuous improvement are criti-

you would you do, what do you need to resolve

cal. In addition to the people side, we look hard at leveraging technolo-

this?” I usually get a blank stare. A good lesson

gy to take costs out and improve quality. If a human touch is not adding

is not “passing the buck.”

value, we aggressively apply technology to automate that touch.”

CANVAS February 2010

Print in the Mix Fast Fact

Co Th Of rn e fic er e

MIT Study Deflates Online Ad Advantages

A

ccording to a report by Marketing Charts, online advertising can prove better at targeting certain demographics than traditional media, but the increased competition of today’s landscape means that these advantages do not automatically translate into greater profits – this from a new study from the MIT Sloan School of Management.

MIT Sloan Assistant Professor Alessandro Bonatti is reported as noting that “Marketers who think they can

get better results at a lower cost by advertising on the Internet instead of through more traditional media

should consider all of the avenues available to them before making a decision. The same search and other technology that enabled advertisers to target particular audiences is also creating greater online competition for the same audience, thus reducing the profitability of advertising on any targeted website.”

“We know that newspapers have a very limited ability to target audiences,” said Bonatti, who worked with Yale University

economics professor Dirk Bergemann on his research into the issue. “Specialized magazines can do better, while Google has a very good ability to target who’s browsing each page. So while online advertising certainly has the potential to drive out traditional advertising, it does not necessarily follow that online advertisers will make more money.

The bottom line, as reported by Marketing Charts: “Instead of competing for one large pool, one big market, you will have price war in each targeted segment as the slice gets more and more narrow.”

“The paradoxical result,” Bonatti concludes, “is that the better the technology, the lower the profits for advertisers. You can make a lot of money through super-powerful targeting if you are a monopolist, but not in a competitive market.”

To read Print in the Mix print market research studies, go to www.printinthemix.rit.edu. Print in the Mix is a free and easily accessible clearinghouse of research on print media effectiveness, published by the Printing Industry Center

CMO

at RIT and made possible by a grant from The Print Council (www.theprintcouncil.org).

Marketing Insights: Define Where to Streamline Making marketing supply chains more efficient, agile and enviro-friendly In partnership with: NVision

U

Sponsored by: CMO Council and BPM Forum Marketing Supply Chain Institute

nderscoring the need for a more disciplined, coordinated

to operational marketing process as the

and unified marketing supply chain are key findings from

greatest obstacle to marketing supply

the Define Where to Streamline study, which included a

chain effectiveness.

survey of more than 500 marketers across companies of all sizes and industry sectors. According to the study:

• 32.5 believed established vendor and supplier relationships and loyalties were a significant contributor to supply chain cost and ineffectiveness.

• Just 13 percent of marketers rated their supplier resources extremely well integrated and globally aligned.

• Only 11.5 percent of marketers report handling the global

Conclusion It appears marketers still need to gain a compre-

coordination of marketing services with a robust marketing

hensive grasp of their marketing supply costs, pur-

operations platform that optimizes resources and processes.

chasing effectiveness and environmental impact.

• 35.3 percent of marketers said their organizations utilized multiple sourcing systems and platforms used by different functions.

• Just 10.8 percent of marketers are implementing new collaboration

The market engagement process found a significant number of marketers did not integrate or align supplier resources across their organizations, and

and workflow systems to reduce costs and inefficiency in their

many use multiple procurement platforms distrib-

marketing supply chain.

uted across functional silos, not a single, integrated

• 40.7 percent of marketers blamed functional silos and resistance

and transparent requisition system.

**For more information on the Where to Streamline study or the CMO Council, visit http://www.cmocouncil.org/.

CANVAS

P9

Effective

Follow-

up

P10 CANVAS February 2010

By Linda Bishop

C

hris hung up the phone. His aggravated growl traveled across the hall into Denise’s office, causing her to call out, “What’s wrong?”

Chris left his desk and stood in her

doorway. “I’ve been calling on a furniture manufacturer.

I thought it was going great, but now I can’t get another appointment with Paula, the buyer.” His tone was as sour as his face.

“Maybe she’s busy,” Denise said.

“I’ve called six times in the past

Buyers tell you how to sell them

two weeks and e-mailed twice.

If she didn’t have time now and wanted to meet at a later date, why wouldn’t she just take 10 seconds to let me know?”

“Maybe she’s on vacation or outof-town on business.”

“I checked with the receptionist.

Paula has been in the office at her desk every day this week.” Chris fisted one hand and smacked it into his other palm. “I must have said or

done something wrong. I just wish I knew what it was so I could stop this from happening again.”

It happens to everyone. You meet a prospect, have a pleasant chat and they appear interested. They may schedule a second meeting, or even a third. But then that dark day comes. You call and e-mail and you’re ignored. Sometimes, the problem is you.

CANVAS P11

Effective Follow-up

Did you click with the buyer?

David Taylor is a Certified Purchasing Manager and president of

Personality is built on unique psychological quali-

Supply Management Alternatives. He purchased printing for sev-

ties that influence behavior and thinking. Occa-

eral companies. When asked about the personality issue, he said,

sionally, a buyer and seller click in 30 short min-

“I’m turned off by the person who represents the stereotypical

utes, and they establish a meaningful emotional

used-car salesperson. They talk a blue streak, want to make a deal

connection. Both parties find it easy to read and

with everyone, brag about how their price is the best and don’t ask

interpret the other’s verbal and nonverbal cues,

enough questions.”

and conversation is comfortable.

“We decide who we don’t want to be friends with before we

In other cases, personalities clash. Take the

decide who we do want to be friends with,” Beverley Fehr writes

example of Bob and Howard. Bob is in his

in her book, Friendship Processes. Face-to-face meetings and sell-

30s. He goes to an appointment with Howard

ing conversations expose similarities and differences. When we en-

dressed in khakis and a golf shirt. Howard is in

counter people who read from a different script, it’s uncomfortable

his late 50s and a traditional thinker. Bob’s attire

to some degree. Salespeople are more willing to chug through dis-

offends Howard because he believes it dem-

comfort and look for common ground because building a relation-

onstrates a lack of respect. Bob’s questioning

ship with a potential buyer puts money in their pockets.

style is direct and assertive. Howard doesn’t

To earn a return invitation, focus first on rapport building and be

like that either. He slaps another label on Bob,

more likable. In his book, How to Make People Like You in 90 Sec-

reading “Too pushy.” When Bob tries to sched-

onds or Less, Nicholas Boothman says, “Likeability has something

ule a follow-up appointment, Howard won’t

to do with how you look, but a lot more to do with how you make

take his calls.

people feel.”

“I don’t like pushy salespeople who don’t ask enough questions to find out what I need, but try to sell me something anyway.”

– Greg Guess, Principal and Chief Creative Officer at Acuity Creative Group

Some buyers enjoy chit-chat about personal issues. Others want to get right down to business. To establish what the buyer desires ask, “How did you end up at this job?”

Do they enthusiastically share bits and pieces of personal history such as where they grew up or went to school? Or do they limit their answer to a short unembellished recitation of career highlights? No matter what is said, the answer illuminates preferences, and copying the buyer’s conversational styles helps establish rapport and keeps the sales cycle progressing.

Did you bring enough value?

Mark Gulledge has bought print and sold it, too. “You have to bring me something – expertise, new options – something that has a positive impact on my business,” he said. “If you can’t tell me how you can make me better off, I don’t need to see you again.

Bring me value and my door is open.”

P12 CANVAS February 2010

Effective Follow-up

If education was the motivation and they learned all they needed to know in the first call, you won’t be invited back.

“Generally, I have three to five vendors in a category,” Taylor said. “Price is not my only criteria. I buy value and that’s determined by a vendor’s ability to meet critical requirements relating to product usage, delivery dates and material requirements.”

Value is built on benefits. In Selling to Anyone Over the Phone, Renee P. Walkup categorizes benefits in five basic categories: • Saving time.

• Saving money.

• Increasing revenue.

• Reducing stress.

• Improving productivity.

Customers desire some of the benefits you offer and don’t care about others. They don’t always buy the best solution. They buy the solution with the best value.

Greg Guess, Principal and Chief Creative Officer at Acuity Creative Group, said “I don’t like pushy salespeople who don’t ask enough questions to find out what I need, but try to sell me something anyway. Since I’ve purchased printing for many years, I have established vendors and I chose them based on capabilities, quality, service and pricing. The only reason I would go outside of my group was dissatisfaction in one of the four criteria above.”

P14 CANVAS February 2010

Buyers are busy. They agree to meet the first time because they want to solve a problem or because your offering sounds intriguing, and they’re interested in learning more. If education was the motivation and they learned all they needed to know in the first call, you won’t be invited back.

Clarify and confirm If there is a problem and you have a solution, opportunity exists.

Your challenge is to demonstrate value and prove you’re the best choice among the available substitutes. To accomplish this I developed a technique called Clarify and Confirm.

• Make a statement outlining a specific problem you can help the buyer solve.

• Ask a question to clarify if this is an issue for the buyer.

• If the buyer agrees they would like to solve the problem, share the specific benefits of solving the problem with the buyer.

• A sk a question to confirm the buyer is interested in receiving the benefits.

“Highlight your strengths,” Taylor said. “Tell me what makes you different.”

It’s not enough to offer a platter heaped with benefits. They must differ in significant ways from ones currently supplied by the incumbent, or the buyer won’t be motivated to make a change.

Inspired selling delivers a message customers want to hear.

CANVAS P15

Effective Follow-up

Inspired selling gets follow-up appointments Inspired selling starts with a positive attitude that is visible to the buyer from the first moment you meet, coupled with genuine concern for the buyer’s best interests. In a world where buyers have many options, inspired selling creates competitive advantages because it focuses on a critical differentiator that can’t be copied – you!

Inspired selling delivers a message customers want to hear. It doesn’t just tell customers what you can do for them. It evokes emotions and is visionary, painting a clear and compelling picture of how life will improve by making the purchase.

Inspired selling will get you follow-up appointments and will inspire buyers to buy.

How often should you check in?

Greg Guess said, “A call every two or three months is sufficient.”

Relationships are built on communication. If communication is infrequent, It becomes critical to deliver a quality message every time you reach out.

Linda Lindsay, Principal of Little Brown Dog Marketing, offered sound advice. “I believe sales and marketing should work together on this ... once a suspect is proven to be a prospect if sales is unable to engage, they should be turned back to marketing for nurturing,” she said. “Selling is all about timing. You want to strike when the need is in the forefront of the buyer’s mind.”

Before you invest the next year of your life in consistent follow-up, heed these words from supply chain expert Dave Taylor. “Look at how big the budget is,” he recommends. “Decide if the company buys enough to justify your time.”

P16 CANVAS February 2010

Lindsay makes a great point. You get a sale today because the buyer is ready to buy.

Most printers don’t have a marketing department or a plan for nurturing leads, so what should you do? The simplest answer is to dial the phone every other month and check in with the buyer. In between calls, send an e-mail or mail a sample. It’s not fancy, but it helps them remember you.

And maybe one day the buyer will need something and think of you.

Before you invest the next year of your life in consistent follow-up, heed these words from supply chain expert Dave Taylor.

“Look at how big the budget is,” he recommends. “Decide if the company buys enough to justify your time. If they don’t buy much or they buy infrequently, then the only way you’ll get an opportunity is if one of the current vendors falls out of favor. Sure that could happen, but maybe there’s someone better out there for you to call on.”

A good prospect buys what you sell. A great prospect buys a lot of what you sell. A perfect prospect buys a lot of what you sell and is interested in buying it from you. Don’t spend valuable time chasing low-value prospects, especially if they ignore calls and e-mails. Instead, find new prospects, focus efforts on them and follow-up.

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.

CANVAS P17

P18 CANVAS February 2010

Culture Eats Strategy for Breakfast Organizational culture can make or break your business, yet some print companies overlook it. Here’s how to make it work for you.

D

By Ryan McNally

uring these tough economic times, it’s hard to look beyond the next quarter, much less plan strategy for a year – or more – into the future.

With day-to-day tasks piling up, taking a more holistic view and considering organizational

culture – the personality, assumptions, values and behaviors of a company and its leadership – is easy to put off until a later date.

Big mistake. Organizational culture infuses employees with a

clear sense of purpose and influences every action and interaction of a printing business. Here’s a guide to why you need to think about culture sooner rather than later – and how as an industry leader, you can help set the tone for your organization.

CANVAS P19

Culture Eats Strategy for Breakfast

The importance of culture Organizational culture defines the psychology, attitudes, experiences and beliefs of a business. It’s who we are, a reflection of our beliefs and practices. Whether or not they think about it or acknowledge it, all print companies have some type of culture, and no two are exactly alike.

“Culture is the one thing that cannot be duplicated or turned into a commodity by your competition,” says Michael Draver, president of Tempt In-Store Productions. “It is the essence of a company, and it can be harnessed as the driving force for growth and opportunity in the marketplace. It creates value.”

Organizational culture is the foundation that determines how the values, work habits, compensations and business focus are expressed at a company. And a great culture can also drive higher performance at a lower cost. “Culture determines when it is OK to come and go, how long you take for lunch, how much you cover your butt and how willing you are to go out on a limb,” says Steven Amiel, president of Marketing Mentors Inc.

“You want to create an environment in which everyone enjoys coming to work with clearly documented expectations of daily tasks, thereby eliminating drama or tension from leaders or coworkers.”

– Tim Poole, president of Dome Printing

As the basis for everything your company does, from long-term planning to day-to-day marketing, sales and customer service initiatives, it’s arguably the most critical element of your business – even more so than strategy. “Culture is more important than strategy because the correct culture can develop strategy,” says Bob Radzis, president of RT Associates. “Culture is the foundation of everything.”

In effect, culture and strategy work hand in hand with one another. Strategy is an expression of a company’s culture; conversely, a successful culture is the result of well-defined, measured strategy.

“Culture is the building block around which you develop your strategy and execute your plans,” says Draver. “It can help you identify opportunities to exploit your company strengths and predict your success. A healthy culture is a strong business advantage that can launch many product initiatives.”

Elements of success Talking about nurturing a corporate culture is fine, but how can you foster a strong culture focused on clients and their needs, and what

P20 CANVAS February 2010

distinguishes a good one from one that’s weak and ineffective?

• Trust. If you want the executive leadership’s

Here are four key elements every print company needs to factor

cultural vision to be understood and support-

into creating a successful organizational culture – one in which all

ed, a belief in the process is essential. “For a

team members provide input, take pride in the work they do, re-

culture to be successful, it takes an extremely

spect fellow employees and perform at the highest levels:

high level of trust from the entire organization,” says Tim Poole, president of Dome

• Leadership. To build a successful corporate culture, a company’s

Printing. “You want to create an environment

executive team must lead the charge. That means management

in which everyone enjoys coming to work with

must first talk the talk by communicating goals with employees.

clearly documented expectations of daily

Then, the leadership team must walk the walk by living by the

tasks, thereby eliminating drama or tension

same code of cultural conduct it expects from employees.

from leaders or coworkers.”

• Alignment. Teamwork is a core element of organizational cul-

Just as no two organizations have exactly the

ture. “You have to make sure that every department is on board

same culture, no mix of cultural elements will

and buys in,” says Amiel. Show employees how your company’s

work for every company, but by emphasizing

new philosophy will work to everyone’s benefit, and you’ll

leadership, alignment, authenticity and trust as

ensure everyone is willing to put in the effort and work as a col-

key aspects of your organizational culture, you’ll

lective whole to achieve the goals you’re trying to reach.

have an excellent chance of reaching your goals.

sage on a poster, but to achieve companywide commitment

Implementation tips for the savvy print leader

to a cultural ideal, authenticity is a must. “A culture doesn’t

Recognizing the importance of culture and under-

come as a result of some talking points in a brochure or an-

standing its key elements are the most crucial steps

nual report,” says Draver. “It develops based on the actions of

toward developing a successful organizational cul-

company leaders and the individual interactions of employees

ture. But even those companies who do so can stum-

internally and with customers. Ultimately, employees and cus-

ble in the implementation stage, tripping over hur-

tomers can smell a fake.”

dles that lay waste to their best-intentioned plans.

• Authenticity. It’s one thing for management to put a mes-

CANVAS P21

Culture Eats Strategy for Breakfast

Culture 201: Advanced Insights and Perspectives

To get started on turning your vision into reality, consider meeting individually with each department and then with the company as a whole. Make sure everyone understands his or her impact on the customer experience. Provide training, encourage coursework, and focus on results rather than the amount of hours worked. Keep the momentum going by creating a strong communication link throughout the organization via staff meetings and individual one-

Why is culture so important for print companies?

on-one performance reviews so people know where you’re going

Because it’s essentially the equivalent of an orga-

in the short and long term.

nization’s DNA, according to Stephen Bradshaw,

Streamlining your organizational processes can also help im-

public management policy instructor at Georgia

plement cultural changes. “We adopted lean manufacturing 18

State University and the peramivir task force lead at

months ago,” says Radzis. “We created three value streams, and

the Centers for Disease Control and Prevention.

these cells act as a team and are accountable for their cell mem-

“Without question the biggest mistake that

bers. Employees are empowered to lead change. Swings and miss-

companies make when it comes to culture is to

es are opportunities to learn from, and we are now moving away

underestimate it, regarding it as less important

from a blame culture.”

than things like operations and finance,” says Bradshaw. “Yet studies show that when mergers and acquisitions fail, the No. 1 reason is the inability to successfully integrate different organizational cultures.” Bradshaw’s advice? Give the idea of culture as much thought and diligence as you give to other critical functions within your organization. By doing so, the outcomes you achieve might be significantly better.

When it comes to companies that foster a successful culture, Bradshaw cites Google, IBM, Goldman Sachs, GE and particularly the U.S. military and Wal-Mart as prime examples of or-

“By nature, most people resist change even if the results are clear, so communicating the impact of changes at all levels is key.”

– Michael Draver, president of Tempt In-Store Productions

ganizations that get it right. “Whether you love them or hate them, the strength of Wal-Mart’s

A blame culture is one of the primary pitfalls print companies

organizational culture is undeniable,” says

must avoid to instill a successful corporate culture. “Estimating

Bradshaw. “Being cost-conscious is an ethos

and production need to have a culture that encourages helping

that starts at the very top of the company and

salespeople vet out opportunities rather than letting them fail,”

permeates throughout the organization, from

says Amiel. “You don’t want people making decisions based on

the nondescript corporate headquarters in Ben-

fear and repercussions.”

tonville, Ark., to the state-of-the-art inventory

When rethinking organizational culture, current economic condi-

control system. It’s real, it’s internalized and for

tions create some added challenges. Again, strong leadership is

Wal-Mart it works.”

key. “A healthy culture can sustain a difficult event such as layoffs,

Bradshaw emphasizes that culture formation

but it has to be dealt with from a position of trust and open com-

and cultural change must start at the top. “The

munication,” says Draver. “It can’t be swept under the rug.” Poole

desired behaviors should be internalized, mod-

echoes the importance of the C-suite. “Losing the trust of the lead-

eled and reinforced by the consistent actions and

ership team can have a major impact,” he says. “By nature, most

words of the organization’s senior leadership,”

people resist change even if the results are clear, so communicat-

says Bradshaw. “When this happens, organiza-

ing the impact of changes at all levels is key.”

tions have a better chance of achieving their desired results.”

Despite the advantages of a strong organizational culture, some industry personnel dismiss a deeper discussion of the subject as superficial or “warm and fuzzy,” and as a result don’t invest the time or effort needed to build a healthy company culture. But without a well-defined culture serving as the glue that binds employees together, you’re left with a collection of people pursuing individual objectives, a scenario that no amount of strategy or catchy sales tips can overcome. By acknowledging the importance of organizational culture, you’ll be in a position to reap the benefits that shared values, norms and behaviors can sow – and gain a leg up on the competition in the process.

P22 CANVAS February 2010

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Product Spotlight »» Product Spotlight

Wausau Paper offers new online resource

Wausau Paper recently re-designed its Digital Space website (www.wausaupaper.com/digitalspace) to facilitate greater online dialogue within the digital print community. Featured on the home page are regular blogs from industry thought leaders and Wausau Paper’s digital team. Visitors can follow blogs, post comments or questions and suggest future blog topics. The website also features a Digital Studio where designers, printers and other digital print enthusiasts can post video and photos of their latest projects produced on digital media.

“The fundamental goals of creating Digital Space have to do with our desire to promote learning — we want to help people collaboratively solve problems and inspire each other,” said Andrea Alstad for Wausau Paper. “Guests to the site are encouraged to create a profile for themselves so

This socialmedia like aspect of the site allows users to be more than just visitors.

their contributions to the community are recognized as their own. This social-media like aspect of the site allows users to be more than just visitors — it fosters relationship building and learning within the industry and creates opportunities for people to get their names out there and be known.”

X-Rite offers color management solutions Customer demands for color consistency are increasing, with lower and lower tolerances for color deviation. To ensure they get the control they need, experts around the world rely on X-Rite/ Pantone’s extensive line of color management solutions developed specifically for color workflows.

From CMYK to MultiColor to true N-Color printing (with or without CMYK), X-Rite/Pantone offers tools to help customers achieve accurate color throughout the production process – no matter what the substrate – regardless of the size or volume of the printing operation. Each is built on the company’s hallmarks of innovation and reliability. Based on a thorough understanding of customers’ needs, the company is committed to offering the printing industry’s most comprehensive collection of precision measurement tools and advanced, multifunctional software. The goal is to help customers get the right color the first time, and every time

The goal is to help customers get the right color the first time, and every time.

– quickly, easily, efficiently, accurately and affordably. For more information, visit www.xrite.com

CANVAS P25

Branding a Better

ou Y A conversation on reinventing yourself

By Graham Garrison

This article is sponsored by

P26 CANVAS February 2010

We invite you to visit the HP Digital Printing Resource Center to download white papers, view on-demand press demos, webinars and more.

Visit www.thecanvasmag.com and click on HP’s banner to take advantage today!

W

hen you want to ship something, how often do you say “I’ll FedEx it”? When you need to blow your nose, do you use a tissue, or a Kleenex? When you think of those gadgets that play music and

videos, are they mp3 players to you, or iPods?

The above are brands or products that have be-

come so effective at self marketing, they’re another way for customers to say the use of the product. As a sales rep, have you considered yourself a brand for your company? Perhaps you should.

“Personal branding is a hot concept in business right now for a lot of reasons,” says Jeff Beals, author of Self Marketing Power.

Beals is a commercial real estate executive, radio and television talk show host, former newspaper columnist and part-time college professor. “A short-term reason is because of the economy. The longer term reason is that the world is so competitive and confusing. People need personal branding as a way to make it in the business world. I tell people that they have to become a celebrity in their own sphere of interest. If you are a celebrity among the people you interact with, you have great power. And you can use that to do well in your career and business.”

CANVAS spoke with self marketing experts Beals, and Seth Godin, on the importance of self branding, and how reps can reposition themselves with self marketing efforts.

CANVAS P27

Branding a Better You

CANVAS: Personal branding/self marketing –

CANVAS: Why should reps market themselves?

what’s in it for sales reps and what’s in it for

Beals: You have no choice. We are living in the most competitive

the companies they represent?

economy in the history of human civilization. I don’t say that be-

Jeff Beals: People who are in sales, they are paid

cause of the recession. When I say that this is the most competitive

to build the brand of the company for which they

economy ever, it’s because everything moves so fast. Capital and

work. They are paid to go get deals for the com-

people transcend national borders. Technology is increasing and

pany for which they work. A lot of people mistak-

moving so rapidly that even technologists can’t keep up with tech-

enly assume that if they do that then they can’t

nology. There are 7 billion people on this planet, everyone wants

do anything as far as personal branding because

to have a good quality of life and pursue some sort of dream. There

they need to be branding the company. What I

has never been more competition. The marketplace has never been

always tell them is: You will sell a heck of a lot

louder. Products and services that I sell, products and services that

more, and people will be an awful lot more ex-

you sell – they are all commodities.

cited to talk and meet with you in order to be a client, if you have a personal brand.

I’ll give you an example. I’m an author. The book that I wrote came out in 2008. In 2008, it was only one of 500,000 books published in the United States. For a little perspective, 50 years before

I think every self marketer has to think like the politician. A lot of “voters” have heard your name and have positive feelings about it, so that when the time comes to “vote for you,” meaning giving you business or valuable information, offer an opportunity ... you’re the choice. that, in 1958, there were only 12,000 books. Even if you’ve got a great book, there’s 499,999 products [to compete with].

It doesn’t matter what business you’re in. I work in commercial real estate and there are too many commercial real estate agents.

Whatever business you’re in, there is so much clutter. The only way you can deal with that is to build a personal brand so that people seek you out. You’re that diamond shining among the clutter.

CANVAS: How are people also products?

Beals: I am not just a person, I am also a business. One of the first things that anyone has to do to become a celebrity in their own sphere of interest is it think of themselves not just as a person but also a brand or entity. Every business out there that is worth its salt has a specific written marketing plan as to how it’s going to build its brand. Any business of one (ourselves) we also need to have a plan of how we’re going to build our personal brand among our sphere of interest. Every company that’s smart builds the integrity of its brand while also promoting it.

CANVAS: What are some steps to creating a self brand?

Beals: [Reps] have to sit down and think about who is in there sphere of interest. A sphere of interest is comprised of all the people out there who in any way can help you reach your goals

P28 CANVAS February 2010

Branding a Better You

both professionally and personally. Obviously

Seth Godin is a best-selling author, speaker and entrepreneur.

the clients, prospective clients and anyone who

His books include Tribes and The Dip. His newest book, Linch-

can help refer you to clients is in that sphere. But

pin: Are You Indispensable?, is slated for a late January 2010

there are also types of people who can get you

release. Visit his website at www.sethgodin.com.

in the media, or can get you on a committee or board that you’ve always wanted to be on. So if

CANVAS: Why must we market ourselves?

you’re in an organization in charge of fundrais-

Seth Godin: Everything we do is marketing, so it doesn’t matter

ing [your sphere of interest] would include any-

whether you think you’re marketing yourself or not ... you are. The

one who could help you raise money. Reps need

way you talk, what you say, how you appear, your pricing ... it’s all

to identify the types of people who would be in their sphere of interest. It’s going to be a large number. Everyone has a sphere of interest at least into the thousands.

Then reps need to assess the competition.

Here’s the people that do what I do. Compared to the people that do what I do in my marketplace, how well-known am I? What do I have to do to become better known? What are things I can do tactically to make people aware of me?

(See sidebar on page 34 for more) CANVAS: How can you use self branding to acquire new clients?

Beals: Just by being a good self marketer you’re going to find some clients by accident. First of all, you’ve got to remember that you’re trying to be kind of like the politician. The politician is building a personal brand because he wants a lot of people in his sphere of interest, voters, to vote for him. A lot of people vote for politicians because they heard his or her name and have a positive association. Most people don’t technically get into a lot of the political details.

They tend to vote for someone they’ve heard of and have a positive feeling for. I think every self marketer has to think like the politician. A lot of “voters” have heard your name and have positive feelings about it, so that when the time comes to “vote for you,” meaning giving you business or valuable information, offer an opportunity ... you’re the choice. By thinking about the politician

If you e-mail me or write to me or call me without me asking first, I hate you. You are a spammer.

I won’t buy from you or encourage others to do so.

and always campaigning for something when it comes time for a person to seek the products or services you provide, your name and your face

marketing, all the time. So why not tell a coherent story? Why not

need to pop into their head.

stand for something? Why not do the work necessary to make it likely people hear what it is you think you’re saying?

CANVAS: In your blog you wrote that a brand used to be a logo or design, but today it’s changed. Can you elaborate, and how that ties into a salesperson’s self-branding?

Godin: Back when marketing equaled advertising, a brand was a look, a logo, an ad ... now it has transformed into something much broader. A brand is the set of experiences and expectations that we have about doing business with a company. A brand is what we say when we talk about you. A brand is your reputation but much more than that.

P30 CANVAS February 2010

Branding a Better You

In three seconds, any salesperson who calls me or shakes my hand or sends me a letter has started to establish a brand. Is he standing too close? Did she write with a referral from a trusted friend? Have I read your blog for the last three years?

Branding no longer requires a budget. Instead, branding requires your effort to tell a story and to make promises that mean something to me.

CANVAS: How can new technology give you an edge in self marketing? What are some examples?

Godin: I guess it starts with permission. If you e-mail me or write to me or call me without me asking first, I hate you. You are a spammer. I won’t buy from you or encourage others to do so.

On the other hand, if you create a blog or a referral network or I follow you online or hear about you from my best friend, then we’re off to a good start. I buy hundreds of thousands of dollars worth of business-to-business goods from salespeople, and not one got me as a client by spamming me in any way.

The truth will get out. If you’re not honest, don’t say you are. If you’re not fast, tell us you’re slow. If you’re not the cheapest, don’t pretend to be.

CANVAS: What are the basics of creating a personal brand that your industry will recognize?

Godin: What do you stand for? What’s your story? If you are like everyone else, why should I care about you? If I don’t care about you, you’re invisible. Are you playing it safe? Great brands don’t play it safe. Are you sort of like everyone else? If so ... I don’t care about you. That’s harsh, but it’s true.

So, some steps: • Care • Tell a story • Listen • Stand for something • Be remarkable • Break the right rules • Play for the long haul CANVAS: Where can self marketing/branding go wrong? What should salespeople try to avoid?

Godin: The biggest errors: No. 1: Lie No. 2: Rush The truth will get out. If you’re not honest, don’t say you are. If you’re not fast, tell us you’re slow. If you’re not the cheapest, don’t pretend to be. And 10 sales next month are way better than one sale today.

P32 CANVAS February 2010

C.E.O a n v a s

d u c a t i o n

n l i n e

Delivering the tactical competitive advantage you need

Branding a Better You

Tools to creating a better (branded) you As a newly minted commercial real estate executive, Jeff Beals had studied the intricacies of the trade. Floor plans, the load factors of an office building – all the details. But what he quickly discovered at a social event was that people were more interested in the entertaining aspects of commercial real estate.

“Friends started asking questions about new retailers coming into town,” he says. “What business is building that big office along the freeway? Where are all the people coming from that are going to move into the expensive condos they’re building downtown? It dawned on me when I go and talk at networking functions I’d better not talk about boring parts of commercial real estate. I need to talk about the shiny office buildings, the retailers and overpriced condos.”

So Beals made himself an expert on those subjects. And he recommends reps do the same in their field.

“I tell every professional that they have to have an area of self marketing expertise,” he says. “This is something related to their business or profession, but it’s very interesting to someone who does not do what they do.”

“Take that area of self marketing expertise and make the media in your market aware of it.”

– Jeff Beals

Once you’ve found that niche, the following are ways of advertising it.

Networking “Networking is an incredibly underrated tool because we’ve been talking about it for so long,” Beals says. “A person needs to network very actively. I always tell people that if you want networking to be effective, you have to average at least one public encounter in your sphere of interest per day.”

Media Write for a traditional media outlet by submitting columns or story ideas. Create a blog, podcasts or Twitter account. “Take that area of self marketing expertise and make the media in your market aware of it,” Beals says. “Self marketers do a fantastic job of branding themselves in the media, to the point of whenever media has a story that relates to your area of self marketing, you’re automatically the one that gets called.”

Organizations “Every community has organizations with regular meetings and guest speakers,” he says. “They’re desperate to get these speakers. Put together a 15 minute presentation. You can get all sorts of name recognition and business from speaking at rotaries. I call it doing the rubber chicken and rice pilaf circuit.”

P34 CANVAS February 2010

Are ou Y

Curious P36 CANVAS February 2010

How your search for knowledge will give you the business edge

By Brian Sullivan

CANVAS P37

Are You iCurious

M

y 3-year old daughter only recently discovered her Daddy’s iPhone. As she picked it up, she began pressing every button. As her finger accidentally slid across the screen, she noticed she could make things move. And if she pressed that button on the bottom, music came on. The more noises and movements the phone made, the more curious she became. After loading it up with a few Toddler games, she became hooked. Three weeks later, Maggie can now do more on that thing than her Daddy and is a regular shopper in the Application Store. She keeps looking for the phone to do more, and with curiosity as her fuel she keeps making new discoveries.

So what about you? Are you as curious as you were when you were a child? If you said yes, then it means you are NOT satisfied with what you already know. It means you feel challenged, not burdened when a new technology enters your life (either willingly or unwillingly). It means you don’t look for answers to be given to you, but are thrilled when it is your job to search for (and find) the solution. So here is the iCurious formula for success:

Don’t ever say, “I am not a techie!”

Think about it. Who is one of the most valuable people you know?

Correct! It’s the person who can help you program your TV remote control, help you fix the cable box, or figure out how to hook that printer up to your computer. That person, “nerdy” or not, has

Whether it is technology or not, learning how to solve the problem on your own right now will save you hours and maybe days later. You see, many say they don’t have time to learn something new. extreme value to you. You have him/her on your speed dial, will interrupt them at dinnertime, and are amazed when they deliver knowledge that only they seem to have. They become irreplaceable. And you will pay good money for what they have.

Become THAT nerd Hey, if being knowledgeable about stuff that other people don’t know qualifies you as a nerd, then it’s time for you to get out the masking tape and pocket protector and join the Geek Squad. And the initiation to the squad is easy. The next time you have a tech question, first try to figure it out on your own. Because that headache you get when you

P38 CANVAS February 2010

are working with a new or challenging technology is your brain growing. The knowledge that is filling it up will still be there when you need it again.

Learning saves time Whether it is technology or not, learning how to solve the problem on your own right now will save you hours and maybe days later.

You see, many say they don’t have time to learn something new. Or they say, “It’s not my job to know that.” Well guess what? It’s not the competition’s job either. But if the competition knows more, they are worth more …. which means they can charge more, sell more, and lead more than the average mope who takes pride in saying, “I can’t even change the clock on my VCR!” (Hey, at least it’s not still Beta) Steve Jobs, CEO of Apple, said it well when he said, “It’s wonderful to have a beginner’s mind.” He’s right. It means you don’t see the world for what it is, but instead for what it should be. So stay curious, and you will realize there is no end to the potential that your “beginner’s mind” brings to your sales region, company, industry and world.

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.

WHAT’S YOUR NEXT MOVE? Offering Marketing/ Consultation Services •

Analysis of current situation

•

Positioning expertise

• CANVAS offers its insight for creative solutions to your marketing needs For more information on how CANVAS can work for you email: marketing@thecanvasmag.com

CANVAS P39

Book Recommendation

The Energy Bus: 10 Rules to Fuel Your Life, Work, and Team with Positive Energy

By Jon Gordon

A

quick read and a pretty simple parable, The Energy Bus, by Jon Gordon, is a fun reminder to anyone in business. Gordon uses the analogy of a middleaged man taking stock of his life as he is struggling with his job, his marriage and with his kids. After

his car breaks down and he has to take the bus to work, he meets a cast of characters that force him to reflect on his life and a better way forward. The Energy Bus does not bend your mind or take too long to read. However, it does help us recall that being positive is the only way to live.

Gordon offers us “10 secrets” for success in life, at home and in work that lead to fulfillment and accomplishment. The following rules remind us that there is no better way to live life and conduct our business.

1) You’re the driver of your bus.

2) Desire, vision, and focus move your bus in the right direction.

3) Fuel your ride with positive energy (negative energy is friction).

4) I nvite people on your bus and share your vision for the road ahead.

5) Don’t waste your energy on those who don’t get on your bus.

6) P ost a sign that says no energy vampires allowed on your bus (get rid of the malcontents).

7) Enthusiasm attracts more passengers and energizes them for the ride.

8) Love your passengers by giving them your time, listening, recognition, service – work to bring out the best in them.

9) Drive with purpose.

10) Have fun and enjoy the ride.

As Gordon writes, “The goal is not to be better than anyone else, but rather be better than you were yesterday.” His positive message is fully endorsed by CANVAS and The Energy Bus is highly recommended.

P40 CANVAS February 2010

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