Canvas Magazine | Chucks, Ducks and Letterpress

supporting print sales & Marketing executives

Harvest Time for Your Business The Year of Living Famously

February 2012

Sell Strategies, Not Tactics

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Publisher mark potter > mpotter@thecanvasmag.com

marketing manager brandon clark > brandon@thecanvasmag.com

“You have to look at everything from both sides. Our world has weeded out everything on the balance sheet. There’s nothing else left to cut. The next phase is growth. How do you do marketing more efficiently?”

MANAGING EDITOR

– Gina Danner, Owner & CEO, Mail Print

michael j. pallerino

ART DIRECTOR brent cashman

CONTRIBUTORS linda bishop, lorrie bryan, howie fenton, john foley, jr., craig mcconnell, ryan sauers, brian sullivan

Editorial board chris petro GlobalSoft tom moe Daily Printing dean petrulakis Rider Dickerson david bennett Bennett Graphics tony narducci O’Neil Printing

www.thecanvasmag.com

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Stylin’

‘A Game Changer’ Fujifilm helps Unigraphic see growth potential

Publisher’s Thoughts P4

It’s All About Talent P5

@TheCANVASMag http://www.linkedin.com/ groups?gid=1797952 CANVAS magazine for more information: 678.473.6131, 2180 Satellite Blvd., Suite 400, Duluth, Georgia 30097 CANVAS, Volume 6, Issue 1. copyright 2012 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® Dull Cover 80lb/216gsm and Opus Dull Text 80lb/118gsm, an industry leading environmentally responsible paper. Opus contains 10% post consumer waste and FSC chain of custody certification.

February 2012

DEPARTMENTS

People News

‘Poised for growth’ Bryan Palphreyman named CEO of Nipson

Selling Strategies Instead of Tactics

Vision Graphics Acquires Eagle: XM Combined companies set strategy for accelerated growth

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The Corner Office Tech Corner: Subject Matter Experts May Boost Sales

Product Spotlight Neenah Paper’s ‘WIN A CLASSIC’ contest may help you drive away a winner

Communicating: How Competent is Your Organization?

The Hiring Suite® Behavioral Assessments

Marketing Insights: My phone, my friend

Book Recommendation

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Betterness

Going shopping? Print shall lead the way 2D barcode relevance in magazines exploding Hit me up on my cell

FEATURES P20

P28

“Old” is the new “New”

Why you should concentrate your efforts on the areas that give you the greatest returns

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P36

Chucks, Ducks and Letterpress Growth through Alignment

Harvest Time

The Year of Living Famously

How to penetrate accounts and get higher prices CANVAS P1

Stylin’

I

I’m a big fan of the television series “Mad Men.” If you haven’t seen this AMC classic, the story is set on Madison Avenue in New York in the 1960s and revolves around a slick cat named Don Draper. The

cinematography is wonderful and the style is just plain hip. I’m drawn to the show because of the nostalgia of the time, the style in which they act and the general level of coolness they seem to embody.

Madison Avenue in the ’60s was a long time ago both chronologically and metaphorically. In the

50-plus years since, time has helped us witness remarkable progress socially, economically and medically. Things are much better today than they were 50 years ago.

Publisher’s thoughts

Still, I can’t help but be drawn to the Mad Men style, which is downright retro.

Things that are retro stand out. They take us back to a time when both emotions and memories flow.

We tie meaning to things that are retro. It says something about ourselves when we incorporate a bit of retro style into our lives.

Whether your style is considered retro, conservative or modern is not the question that must be asked. Style makes you stand out. It gets you noticed. It separates you from other people. Whether or not your style fits a certain criteria isn’t important. What’s important is that you have a style that’s your own – one that’s attractive to your audience.

Things that are retro stand out. They take us back to a time when both emotions and memories flow.

Jane Austen once said, “One man’s style must not be the rule of another’s.” Just because something works for someone else doesn’t mean it will work for you.

Okay, I admit it. Sometimes, I fantasize about being Don Draper – suave and debonair with a singlemalt Scotch in my hand. But the reality is it wouldn’t work for me. I have my own style. And as long as it works for the people I stand for, I’ll stick with it.

Our style at CANVAS could be considered a bit retro. We use print even though more than a few people think print was buried long ago. Print has style. It can stand out. Good for us. We know that going retro can be cool.

Take a look at CANVAS. We utilized a printed magazine to build a community. People told us we were weird – and a bit off line – because everyone else was using social networks to build communities.

“Nobody is going to read a printed magazine ever again,” they said.

But we’re not everyone else. And neither are you. We went retro with a unique style – for the marketing service providers we stand for and us. So take our word for it – have style, make it your own and make sure your clients see you stylin’.

Enjoy the February 2012 edition of CANVAS. We can’t believe we’re embarking on our fifth year already. I guess it’s true. Time flies when you’re having fun – and doing it with style.

Happy New Year,

Mark Potter Publisher Twitter @markricepotter

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CANVAS February 2012

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human capital

It’s All About Talent

K

By Craig McConnell

Editor’s Note: T his is the first in a two-part series. The second is titled, “Psychometric Testing Part II – Making A Talent Inventory Work For You.”

Kids take building blocks and create magical structures intent on reaching the sky. But they quickly discover that without a strong and stable foundation their “dream castles” can fall into piles of rubble.

Managing the talent of your existing employees

– and nurturing this talent to improve your bottom

challenges, people who are being under-utilized or people who need to be re-deployed.

line – is like these building blocks. Unless you under-

Professional sports teams do it right. They know their talent. They

stand your existing “foundation” – its strengths,

identify their superstars and build a team around them. They identify

weaknesses, skills and passions – you’ll never be

players who could become stars. They single out players to develop

able to build that “dream castle” organization.

and those who may clog the system.

Historically, the word “talent” is used to describe

Since there are no scouting programs or player drafts in the printing

some very successful people in specific arenas:

business, how can we apply the processes of a professional sports fran-

Michael Jordan in basketball, Luciano Pava-

chise to our companies? Remember, if you don’t know what makes your

rotti in opera, Meryl Streep in acting, Michael

team successful, it’s impossible to move forward and continue the process.

Phelps in swimming or Bill Gates in computer

The answer: Talent Inventory Management

programming (which was his forte before he started Microsoft).

Pre-employment assessments have been around for a long time.

It’s rare for an employer in today’s economic climate to merely “hire

In today’s corporate landscape, the word “talent” must be applied across the board: every industry, every company and every position.

In today’s corporate landscape, the word

and hope” when it comes to talent. But assessing potential candi-

“talent” must be applied across the board: every

dates no longer is enough. You must have a complete inventory of

industry, every company and every position.

the strengths and weaknesses of your existing team to insure that,

The printing business is no exception.

as Jim Collins from “Good to Great” fame says, “You have the right

A successful commercial printer must be a

people on the right seats on the bus.”

low-cost producer, provide world-class customer

In other words: You must manage your talent.

service, offer complete solutions – versus just

The goal is to treat your employees as an appreciating asset and

putting ink on paper – while generating next day

create an inventory management system to select, develop and

turnaround. But a company’s best path to contin-

manage this very valuable resource.

ued growth and profitability still is tied directly to its foundation – its talent.

How you develop it, manage it and find it is the difference between stagnation and growth.

Most printing companies lack a system to measure

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Psychometric Assessments By assessing everyone in your company, you can build success profiles by job class and a complete template of your “people grid” – the foundation upon which you can build.

their existing talent capital. Without an “inventory

As a general rule, there are two broad categories of psycho-

management” system in place, it’s impossible to

metric assessments: aptitude/skills assessments and personality/

know if you have people who are ready for new

career assessments.

CANVAS February 2012

Aptitude and skills psychometric assessments are

Personality and career psychometric assessments will

designed to measure a candidate’s:

examine and measure areas such as:

• Verbal reasoning – critical evaluation of

• Ways a team member thinks and acts in different situations

information and reading comprehension • Numerical reasoning – logical interpretation of numerical and statistical data • Abstract, mechanical or spatial reasoning – pattern recognition, logic and how quickly an individual can master a new task

• Interpersonal styles as applied to conflict and leadership issues in the workplace • Patterns of coping with stress • Interests as applied to types of activities at work • Individual motivation keys as applied to how employees approach their daily tasks •W ork values issues that reflect what factors make the work environment worthwhile for an employee

Problems occur for businesses in the gap between what jobs

There are psychometric assessment tools readily

require and what people in those jobs bring to them. The larger

available to show talented employees exciting career

the gap, the greater the potential for “drama” and the problems

options, eliminate “gut feel” hiring and promotion

become more pronounced and frequent.

decisions, and create more productive relationships

The goal of psychometric assessments in relation to the creation

between employees and their supervisors.

of an employee talent inventory is to prevent gaps through good employee selection and promotion decisions, and to close gaps

All you have to do is take advantage of them.

whenever possible by turning the “intangibles” into “tangibles,” and then using that knowledge to determine good and bad job fits.

What’s in it for you if you make the effort to assess ALL your people and create an “inventory of talent?”

Sales growth, higher margins, improved levels of customer satisfaction,

Craig McConnell is President and CEO of PrintGrowPro Inc. (www.printgrowpro.com).

reduced spoiled work, reduced employee turnover, improved individual

For more information, you can reach him at

productivity, improved team morale, reduced recruiting time/cost

314-753-2802 or via email at

and reduced training time/cost are just some of the benefits.

craig@printgrowpro.com.

CANVAS P5

Mobile media

Selling Strategies Instead of Tactics

By John Foley

“Tactics, tactics, tactics – everywhere I look, all I see is tactics.”

Perhaps you have felt the same way recently. You hear about tactics across nearly every marketing channel out there. QR Codes. Personalized URLs. Augmented Reality.

SMS/Text-Messaging. Mobile Email. Social Media Advertising.

Those are just a few of the terms defining the marketing world. I know I can get quite excited about them.

When it comes to your sales efforts, tactics can be your friend – and your enemy. Talking about a marketing channel that’s “hot” and “new” may indeed help get a conversaJohn P. Foley, Jr. is CEO and CMO of Grow Socially (www.growsocially.com).

For more information, call John at 800-948-0113 or e-mail him at support@growsocially.com.

tion started with a prospect. But if your entire sales pitch and proposal is focused on tactics, you may have trouble finding true and lasting success.

Recurring Sales Come From Strategies – Not Tactics If you want to sell and provide marketing services to your customers, you must pay close attention to new tools and technologies that could improve your offerings.

But you must ensure that the items you add – QR Codes, PURLs, SMS/Text components, etc. – are not glorified as the No. 1 reason why you can help your customers succeed.

Rather, you should focus on integrating them into the overall marketing strategy that supports your customer’s goals.

To do that successfully, your sales process may need to change. Rather than simply recommending a tactic, you

understand the bridges (and gaps) that may exist between their marketing and sales departments.

must be willing to provide data and/or analysis that indi-

The answers to those questions will not only help you

cates why you think the tactic will help your customers reach

decide which tools and technologies should be included in

their goals.

your proposed solutions, but also how you should use them.

This goes beyond simply showing case studies that tell

I realize that some prospects and clients may come to you

how the incorporation of certain tactics worked for another

with a fully thought-out marketing strategy. But in today’s

company and at another time. Rather, you must take steps to

world, many CMOs are running around at a frantic pace; thus,

prove that you truly understand your customers’ goals and

they could benefit by having a service provider offer consul-

current situation.

tation and suggestions.

The process of developing a strategy that will lead your

In fact, even if they devoted hours to developing a detailed

customers to success requires asking critical questions.

marketing strategy at the beginning of the year, chances are

Ask questions about data. Ask questions about current

something has changed in their world, or in the world of

brand perception – both internally and externally. Seek to

marketing and communications to cause heartache.

Steps to Creating a Successful Strategy If you find yourself in that position, following are four steps that could help you develop and/or analyze a marketing strategy for your clients: Describe the Business –

ensure that the reasons you

Codes really make sense?

and prove your value. But in

This sounds simple, but

decide to do (or not do) some-

Or, if you’re going to send

the rush to incorporate a new

it’s crucial. It may help you

thing are done for a reason.

highly sensitive information,

tactic, you may overlook the

will a personalized URL

steps necessary to help you

define key characteristics that affect branding and

Understand Who the Audience

actually cause people to

measure the effectiveness of

messaging for your clients.

is and Where They Are –

not respond?

a specific tactic. By answering

Define the Goal – This will

second. If your client is going

How Will You Measure

you’ll increase your chances

help you avoid using a new

to place print advertisements

Success? – As a service

of presenting valuable data

tool or tactic simply because

inside a subway station where

provider, you constantly may

to your customers during the

it’s new. Rather, it will help you

there is no cell service, do QR

seek ways to demonstrate

marketing campaign.

Think about QR Codes for a

this question ahead of time,

These are just a few of the questions that can help you develop and deliver solutions to increase your revenue now and in the future. I hope you find them find helpful. There always will be new tactics that catch your attention, create buzz and get you excited. But no matter what the tactics are, having the right strategy will help put you on the right path.

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CANVAS February 2012

Ricoh’s new color This is big. Our powerful and affordable new color production system delivers

endurance and speed. Plus, you’ll marvel at all its best-in-class features.

Like razor-sharp text and graphics at up to 65 or 75 ppm, customer-replaceable

units that are easily installed by you for maximum uptime performance,

production printing system and too many stock and finishing options to list. And perhaps best of all,

Ricoh’s Business Booster Program gives you the tools and advice you need to

help turn your print shop into a profitable marketing communications company.

Call 1-800-63-RICOH, or visit www.ricoh-usa.com/RPP

is a born runner.

The RICOH Pro C751

Co Th Of rn e fic er e

Tech Corner

Subject Matter Experts May Boost Sales

By Howie Fenton

If you have been in sales for a while, it’s likely you’ve consulted with a Subject Matter Expert (SME) about something that fell outside your area of expertise. It may have been postal rates, foil stamping, screening technologies, exotic papers, precise color matching, digital file prep, additional inks or response rates.

With time and experience, your need to seek out

denominators, including clusters of shared traits in hiring and training,

SMEs may have declined, but if you want to grow

the latter among the roles SMEs can fulfill. The new study, sponsored

your sales, then your appreciation of, and ability to

by Konica Minolta, will be released in the second quarter of 2012.

work with, SMEs probably has to grow again.

Digital services leaders also use SMEs to support sales training. For

As the demand shifts from traditional products to

example, in a recent survey phone call with a leading digital services

newer services such as print and web-based design,

provider, we asked how they handled training and staffing, did they

variable-data printing, mailing, large format, fulfill-

hire experts in these fields or train them on the job? The answer: “It is

ment and marketing services, the need for a strong

the rule of thirds. One third gets it right away, one third needs training

relationship with SMEs will increase. Sometimes

to get it, and one third does not get it and does not want to get it.”

those conversations are easy one-time events (how to submit digital files), but in other cases, the interaction may involve an ongoing dialogue (how to design the most effective cross-media marketing campaigns).

Who is Your SME? The idea of SMEs is not new. Production people have long served as process experts. I remember providing SME training and coaching to salespeople

The next obvious question is, “Who provides

While different companies have different people who fulfill the SME role, the need to have one or more SMEs is becoming more universal.

and working with clients to discuss the advantages and value of new options.

the training to those who require training, and who supports the sales force when they only want to identify the opportunity?” Among the answers we are hearing is that it falls to the folks we call the SMEs.

Culture of Teamwork Unfortunately, one of the challenges many companies face is overcoming a relationship between sales and production that’s more competitive then cooperative. In these organizations, when things

go wrong, there is more finger pointing then fist bumping.

Achieving success in using SMEs extends far beyond just iden-

But the role of the SME is not always in produc-

tifying someone as a staff expert. It also requires developing and

tion. Your SME may have sales, management or

nurturing a culture of teamwork so that salespeople and other

production responsibilities. Some may have a

employees will feel good about utilizing the SME’s expertise. The

combination of all three. He could be the prepress

SME will enjoy sharing his know-how.

or IT manager, the VP of business development

Since most companies cannot afford to have a full time SME, the

or sales, another salesperson, or someone who

job generally falls to someone on staff, often a person with produc-

has developed a unique expertise in anything

tion responsibilities. If that’s the case in your company, it might be

from postal regulations to website design.

worthwhile to invest time and money in helping that person better

While different companies have different people who fulfill the SME role, the need to have one or

understand sales and customer service, and engaging in teambuilding exercises.

more SMEs is becoming more universal as service

The process may begin with presentations during monthly sales

options become more complex and move farther

meetings, and ultimately evolve into assisting on sales calls. Having

away from traditional print offerings.

subject matter experts alongside the salesperson to answer ques-

This is one of the things we are studying in our

tions and resolve customer concerns can help close the sale on the

latest Digital Services research. A few years ago, our

spot. Some of our digital service leaders report that things move

research identified companies that were leaders in

even more quickly and successfully when there are sales incentives

offering digital services and found their common

in place for both the salesperson and the SME.

Howie Fenton is a consultant with NAPL focusing on resolving production concerns and issues between sales and production staff, and helping companies improve quality and turnaround times and sell more value-added digital services.

To contact Howie, call 800-642-6275, ext. 6328, or email him at hfenton@napl.org.

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CANVAS February 2012

Co Th Of rn e fic er e

Communicating

How Competent is Your Organization?

Organizations are quite complex. This is especially true of ones in the

By Ryan T. Sauers

printed/graphic communications industry. Why? Well, organizations are

Finding what stage you’re in

comprised of people – and human beings are complicated. Every system,

So, what stage of development is your company

process, customer, employee and machine involves human beings.

in? Do you know? Do you want to get to the next

We live in a rapidly changing world, which has dramatically

stage? If so, this is great news. Let us know. We help

impacted the graphics arts industry. While some complain, I see this

printing/graphics companies – through research

as a great opportunity for companies in this industry to gain market

and measurement instruments – assess what stage

share. In consulting with printing/graphics companies, I often ask the

they are in by looking at both their current organi-

following question. What stage of competence is your organization

zational culture and preferred one for the future.

in? I offer four common stages of organizational development.

From there, we apply real world experience to

The goal is to see where your organization is today so that you can

develop the method and means of becoming an

determine where you want to go in the future. The four stages of

unconsciously competent organization. The time to

development are listed below. While reading them, think about where your organization falls.

Here is a good way to remember the four stages and apply them to your organization. Take a moment and reflect on different times in your

change is now. Great opportunities exist.

For more info on this organizational analysis, please email me directly at ryan@ryansauers.com

Stage 1

Stage 2

Stage 3

Stage 4

This is an unconsciously incom-

The second stage is being

This is an organization that is

This is when an organization

petent organization. When

consciously incompetent. This

consciously competent. This

is unconsciously competent.

your organization is in this

means your organization is

is a good place for your busi-

Organizations that have

stage, it is oblivious to what it

totally aware of how much it

ness to be. In this component,

evolved to this stage – the

does not know. In other words,

does not know. The good thing

your organization is cognizant

highest level of development

it is not even aware of what

about this stage is that your

of what it is doing well and

– are so competent at things

it knows. This is a dangerous

organization is not in denial,

effective at what it does. So

that they no longer have to

place to be. In this stage, many

knows what needs to improve

think of an organization in this

think about them. Simply

organizations think they know

and is not over-confident. To

stage as one committed to

said, your competence is

more than they actually do

improve, you must learn new

“lifelong learning.” You are

ingrained in the organization

and tend to overestimate their

things to become competent

good but realize you must

and comes as second nature.

overall skills and abilities.

in the lacking areas.

continue growing to improve.

life that you were driving a car. In your earliest stage, you were uncon-

when you were not driving, as it was something that

sciously incompetent. You didn’t realize how little you knew about driving.

was second nature to you. You could skillfully oper-

You were simply unaware of your lack of knowledge, skills and experience.

ate an automobile without even thinking about it.

After you had driven for a year, this changed. You became

These are examples we can all relate to. The

consciously incompetent. You became aware – usually after a speed-

further you move toward Stage 4 in driving or

ing ticket or fender bender – of how much you didn’t know about

as an organization, the more developed you

driving and how much improvement you needed. After driving for

become. This means you’re more successful, effi-

five years, you likely moved into the consciously competent stage.

cient and effective.

At this point, you became a good driver and had experience to draw from. But you still had to think about what you were doing.

The fourth stage of being unconsciously competent occurred once you had driven for decades. Simply put, you couldn’t remember a time

This article is explained in more detail in the book, “Everyone Is In Sales.”

All organizations are on a continual journey of development. Remember, it never stops.

Ryan T. Sauers is President and Owner of Sauers Consulting Strategies, whose business is growing your business. Sauers founded the independent consulting firm after nearly 20 years of leading printing/visual communications companies. Sauers is working on his doctoral degree in Organizational Leadership and has a master’s in Organizational Leadership. He is both a Certified Myers Briggs Type Indicator (MBTI) practitioner and Certified Marketing Executive (CME). This article topic is explained in more detail in the Everyone Is in Sales book. Let’s talk: www.ryansauers.com

CANVAS P9

Co Th Of rn e fic er e

Marketing Insights

My phone, my friend Enough with all those jokes about how you can’t separate yourself from your smartphone – you can’t already. Now comes this little ditty from a recent study by digital marketing firm Knotice. In the first half of 2011, 20.07 percent of retail marketing emails were opened on a smartphone or tablet (compared to 13.36 percent in the fourth quarter of 2010).

What’s more, in the first half of 2011, consumers clicked on links in 11.00 percent of all retail marketing emails.

For the report, Knotice studied more than 150 million marketing emails in 11 industries, with 20.24 percent of all those emails opened on a mobile device. The study also breaks down mobile opens by device: 12.78 percent opened on an iPhone; 3.92 percent on an iPad; 3.15 percent on an Android device; 0.22 percent on the nowdefunct HP webOS (formerly Palm); 0.05 percent on a device running one of the Windows mobile operating systems; 0.01 percent on a BlackBerry; and 0.11 percent on other devices.

The percent of marketers that say they’ve successfully integrated social media into their marketing mix, according to a survey by the Chief Marketing Officer Council. The survey also found that 20 percent say their campaigns lack connectivity.

Going shopping?

Print shall lead the way Attention all printers: In regard to all that “print-channels-are-losing-ground-to-digital-as-ameans-of-influence” talk, take a big step back. According to a recent Nielsen study – “The Evolution of Circulars: From Print to Digital, Q4 2011” – consumers say print advertising is more influential in making their store

That’s what she said … “ Marketers fall in love with tools and forget the reality of how they’re used. If you are not paying off [the QR scan] with content that’s rewarding or valuable, then the experience falls flat and consumers won’t use it again.”

– Kelli Robertson, director-strategy for digital agency AKQA, on the fact that consumers remain ambivalent about the interactive tags, with only 5 percent of smartphone users having scanned a QR code

P10 CANVAS February 2012

and shopping choices than digital.

The study surveyed 11,000 U.S. adults on what marketing channels swayed their buying decisions. Across the board, respondents said that newspapers (69 percent) was the media source they relied on most on a weekly basis, closely followed by direct mail (67 percent). The only electronic vehicle demonstrating equivalent reach was retailer email (67 percent).

For the most tech-savvy generation, direct mail (92 percent) and newspapers (91 percent) lead as most influential channels for the majority of the most tech-savvy generation.

In addition, the survey found that nearly 90 percent said they wished to continue receiving paper advertising at home or in-store, “suggesting a preference for multi-media information delivery that maximizes the number and nature of contact points for the on-the-go consumer.”

Co Th Of rn e fic er e 2D barcode relevance in magazines exploding QR codes, Microsoft Tags and 2D barcodes quickly are becoming an important advertising tool for engaging readers, building brand loyalty and capturing new business, according to a recent study by mobile engagement company Nellymoser Inc. The report – QR Code and Tag Study – found the use of magazine action codes in the top 100 U.S. monthly magazines grew a dramatic 476 percent from January to September 2011, with a significant portion of that growth coming in the form of advertising.

Among the key findings, video, data capture forms (sweepstakes and opt-ins) and social media lead the way as the biggest uses for action codes. In Q3, nearly 47 percent of action codes led the mobile user to some type of video content such as a how-to video or product demonstration.

The percentage that U.S. mobile commerce sales is expected to increase in 2012, according to a report by research firm eMarketer. While the numbers still are being tallied, the report showed that mobile commerce sales will hit $6.7 billion in 2011, a 91.4 percent increase over $3.5 billion in 2010. The firm projects mobile sales could hit $31 billion in 2015.

Other findings include: The number of top 100

In September 2011,

The average number of

Advertising is outpacing

magazine titles containing

5.76 percent of ad pages

action codes per issue grew

editorial for action code

at least one action code

contained at least one

from 2.33 codes per issue

growth. In January, there

climbed to 96 percent in

code, down slightly from

in Q1 to 4.83 codes per

were seven advertising

September, up from

a peak of 6.52 percent in

issue in Q3

action codes for

63 percent in January

August, representing a

each editorial code –

and just 9 percent in

63 percent growth from

by September 2011,

November 2010

3.53 percent in March

the ratio was nearly 20:1

Hit me up on my cell The mobile marketing numbers for 2012 are in and they are favorable. According to an AT&T report, 88 percent of marketers are planning to increase their mobile marketing programs this year. In 2012, the leading mobile programs will be mobile apps (43 percent of respondents); mobile barcodes (41 percent); banner ads on mobile devices (40 percent); mobile websites (35 percent); and SMS messages (34 percent). The report, which surveyed 501 marketers online at U.S.-based companies with more than 1,000 employees, also showed that 66 percent of respondents agreed that mobile barcodes would drive innovation in mobile marketing this year. In addition, a report by Ad-ology Research shows that 21.8 percent of small-business decisionmakers plan to dedicate more resources to mobile marketing in 2012, up from the 12.6 percent a year earlier.

That’s what he said … “ We’re using digital to change everything about the product creation process. Social media is helping us unite and expand. We have never been closer to our consumers, as they connect more with each other, their heroes and their favorite teams.”

– Nike president and CEO Mark Parker on the company’s continued digital transformation

CANVAS P11

People News ‘A Game Changer’ Fujifilm helps Unigraphic see growth potential in Point of Purchase (POP) display graphics It was a crossroads moment for Unigraphic.

“We’ve had a steady business with many large retailers who are head-

The Woburn, Mass.-based company was

quartered in New England, doing a lot of offset work, and some large

seeing more and more demand for large

format work,” Hegan says. “Then we started to see a lot more demand

format graphic point of purchase (POP)

for high quality display graphics and POP. Our existing equipment just

displays. They were pushing the limits of

couldn’t keep up with the increased demand.”

their existing large format equipment.

Known for their high quality and excel-

Quinlan says they agreed that point of purchase was the company’s future. There would be no more turning away jobs. Unigraphic

lent customer service, Unigraphic has been

planned to invest in large format equipment to improve their capabili-

in the printing business for more than 47

ties and aggressively go after the POP business.

years, providing commercial print services,

Quinlan and his two brothers, Mike, chief operations manager, and Jack, executive VP, started to look for a solution.

Their search landed on the Inca Onset S40 from Fujifilm, which offered the best quality, the highest speed and the most up-to-date technology.

Onset S40 with automation

digital printing and mailing services to an extensive client base of local, regional and national brands, and retailers. While the company’s large

Onset S40 without automation

“This is a game changer for Unigraphic. Not many other shops will have the equipment we have in one building or the capabilities.”

format business largely was in bill-

– Bob Quinlan, President, Unigraphic

boards and banners, customers started asking for more point-of-purchase display graphics.

The Inca Onset S40 with automation can produce 94 full-sized (63-inch x 123.6- inch) high-quality prints per hour, or 292 – 40- inch x 60-inch

“We were handling the increasing work-

sheets per hour. “[Now] those jobs that used to take a week only take

load, but just barely,” recalls Unigraphic Presi-

hours to produce – and at half the cost,” Hegan says. “The Inca S40 not

dent Bob Quinlan. “It was beginning to cost

only gives us the capacity, it will enable us to turn jobs faster and be more

us money in terms of limited capacity and low

competitively priced.”

margins due to our cost structure. It was time

Hegan also plans to expand the work Unigraphic is doing for their

to move forward, to make the right invest-

existing customer base as well as win new business. “We’re accepting

ment that would get us to that next level.”

RFPs now that we had to pass on before. We’re able to take on more work

Brian Hegan, sales manager, remembers a POP job for a popular retail fashion chain that required 24-inch x 36-inch and 22-inch

from new accounts. Print buyers who we couldn’t help before now are asking us to provide proposals.”

Word is starting to spread about Unigraphic’s new capabilities. “This

x 28-inch posters. That particular job took

is a game changer for Unigraphic,” Bob Quinlan says. “Not many other

40 hours of press time and tied the shop up

shops will have the equipment we have in one building or the capabili-

for more than a week. It meant Unigraphic

ties. We now have the advantage over other print providers and expect

had to turn away other jobs.

to capitalize on the opportunity.”

P12 CANVAS February 2012

‘Poised for growth’

Bryan Palphreyman to lead charge as new CEO of Nipson America and UK Ltd. subsidiaries Bryan Palphreyman is bringing a wealth of knowl-

growth,” Palphreyman says. “We are committed to providing our

edge and successes to his new role as CEO of

customers with quality, versatile digital printers and I look forward to

Nipson America Inc. and UK Ltd.

supporting the staff to build Nipson to new heights.”

subsidiaries. And that’s great news for

A 20-year veteran of the printing industry,

the provider of one of the world’s fast-

Palphreyman has held a number of executive

est and most versatile digital printing

roles in his career, including the principal consul-

solutions for specialty applications.

tant for Digital Print Consulting Ltd, a consulting

The former managing director

company for the digital print market. At Digital,

of Nipson UK will be responsible

he served as strategic business consultant for the

for developing and implementing

inkjet division of Sensient Imaging Technologies

new strategies for growth, building

and technology start-up Inski Ltd. His ability to

customer relationships and leading

establish and execute plans helped the compa-

the Nipson staff in both regions. In

nies develop new business in their respective

the States, Palphreyman will work closely with regional sales managers,

regions and markets. He also worked with global Bryan Palphreyman

Wayne Kornack and Mike Paschall,

inkjet printhead manufacturer Xaar plc, and digital printing equipment OEM’s Logopak Systeme

to better understand customer demand and identify opportunities that effectively serve the marketplace.

GmbH and Willett International.

Says Ghislain Segard, president of Nipson SAS, “His experience, industry knowledge and impressive track-record of success

“With new investments and products on the horizon, I am confident Nipson is poised for much

make him an exceptional leader. We look forward to his guidance and support.”

Vision Graphics Acquires Eagle:XM Combined companies set strategy for accelerated growth Print and marketing communication solutions

says. “Together, we will be able to offer a package of compre-

provider Vision Graphics Inc., has acquired

hensive communication solutions to our clients while continu-

Eagle:XM, a Denver-based marketing solutions

ing to develop integrated multi-channel customer care and

platform company. While terms of the transac-

marketing solutions. The combined companies will be better

tion were not disclosed, the stock purchase agreement was completed in January.

Eagle:XM, whose clients include leaders in the cable, entertainment and healthcare industries, offers sophisticated technology designed to integrate media solutions across multiple marketing channels for research

and

strategy

develop-

ment, channel selection, database management and analysis. Founded in 1956, the company evolved into a leading provider of media marketing services under the tutelage of Howard Harris, who is staying on to handle the day-to-day operations at the Denver facility.

“Vision Graphics and Eagle:XM share the same vision,” Harris

“We have been working very hard to strengthen our company, and today, we have taken another big step in that direction.”

– Mark Steputis, President & CEO, Vision Graphics

For more information, visit www.visiongraphics-inc.com and www.eaglexm.com.

positioned to provide effective multi-channel, direct marketing solutions required for a dynamic marketplace.”

Loveland, Colo.-based Vision Graphics is one of the state’s leading providers of commercial print and marketing communication solutions. With a satellite plant located in Denver, Vision offers printing and marketing technology – ranging from advanced sheetfed, digital and wide format printing, to personalized multichannel distribution.

“We have been working very hard to strengthen our company, and today, we have taken another big step in that direction,” says Mark Steputis, Vision’s president and CEO. “The combined companies will be positioned to help businesses face one of their biggest challenges – how to use today’s technology to get their message in front of existing and potential clients, and increase their market share. This transaction gives us the potential for significant operational synergies.”

CANVAS P13

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P14 CANVAS February 2012

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P16 CANVAS February 2012

By Lorrie Bryan

A

few years back, I was amused, and, perhaps secretly delighted when the players on my daughter’s highly competitive high school basketball team decided to all don matching Converse All-Star Chuck Taylor canvas high-top basketball shoes. They were just like the ones I had worn 25 years earlier, when I played ball in

middle school. Only theirs were a lovely shade of aqua to match their uniforms.

The “Chucks,” originally marketed in 1917, faced fierce compe-

Christmas Eve dinner, her lovely, hip outfit was

tition in the 1970s, eventually losing their standing as the shoe

complemented by a pair of legendary LL Bean

of choice on the basketball court. But over the years, they have

Duck Boots – in bright pink, nonetheless.

remained a popular footwear choice and even enjoyed a retro resurgence in recent years. Celebrities. The kid next door. Busi-

I had to ask, “So what’s with the Duck Boots?

Your dad had a pair of those in college.”

ness professionals. Rock stars. Frat boys. Preteen girls patrolling

“They are practical, yet simple,” she said. “And

the malls. People of all ages and demographic groups wear Chucks

they have a rugged look that says I can slosh through

across the globe.

the rain, yet a pink color that screams I’m a girl.”

Today, Chuck Taylors have a solid foothold as an American fash-

I think I detected a note of sarcasm.

ion classic with more than 800 million pairs reportedly sold during

“So, are all the kids wearing them now?” I asked.

the last decade.

“Well, yeah…” she affirmed.

And Chucks aren’t the only century-old footwear to make a

Jack Samson, LL Bean’s senior manager of manu-

comeback. When my daughter, a recent college grad, arrived for

facturing in Brunswick, Maine, says sales of the

CANVAS P17

Chucks, Ducks and Letterpress

Duck Shoe, which was first marketed in 1912, have

A Brand is Hatched

skyrocketed from about 150,000 pairs four years

When national retail giant Nordstrom opened a new store in

ago to some 400,000 in 2011. This year, demand

the Nashville area last year, they engaged the services of a local

could reach 500,000. Of that number, I suspect

132-year-old letterpress shop to create a retro-style poster

many will never slog through a bog on a hunting trip

announcing the grand opening. Hatch Show Print ® created the

like they originally were designed for – or even touch

posters using century-old type and ornamentals to design and

a puddle, for that matter. But the retro look contin-

print the posters, collaborating with iconic fashion illustrator Ruben

ues to grow in popularity among the new genera-

Toledo, who provided the specific imagery. Now part of the Coun-

tion who views the utilitarian shoe as hip.

try Music Hall of Fame® and Museum, Hatch Show Print ® has been

So what else old is new again? The VW Beetle.

operating in Nashville since 1879, becoming as much a part of the

The Polaroid camera. Ray Bans. The Wispa candy

city’s tradition as the music it has promoted for a century on its

bar. These are but a handful of products enjoying

distinct, hand-printed posters.

a resurgence in popularity these days. Nostalgia

“This is our third century in existence,” says Jim Sherraden, long-

has become a significant marketing

time manager, chief designer and archivist at Hatch.

ploy, which makes retro marketing

“We are proud of our heritage but don’t rest on it. We

more effective. Packaging and adver-

celebrate every poster made in the past by making

tising that harken back to a time when

new ones for the future. We do about 600 jobs a year

things were simpler and less stressful

nowadays and our projects are all over the board –

is triggering an emotional connec-

everything from major corporations like CNN and

tion across multiple generations. In

Fossil, to Willie Nelson’s tour poster.”

our perpetually “new and improved”

Sherraden took the helm in 1984, overseeing its

world, “old and familiar” has its

transition from a cultural survivor to a brand unto

appeal to the masses.

itself. The historic, working print shop is located in a lively area of downtown known as “The District”

Nostalgia has become a significant marketing ploy, which makes retro marketing more effective.

In our perpetually “new and improved” world, “old and familiar” has its appeal to the masses. on Broadway Street. It has become a popular destination for tourists, historians, music poster collectors, artists and letterpress enthusiasts alike.

“It’s important to note that we have never changed our technology,” Sherraden says. “Our mantra around here is ‘preservation through production.’ We don’t do digital design like some other letterpress printers. Instead, we take advantage of our vast 100-plus-year-old archive, and we are constantly carving new blocks. Here, the printer is the designer and the designer is the printer.”

Here Comes the Bride Renewed interest in letterpress worldwide was fueled by Martha Stewart Weddings’ magazine, which started using photos of letterpress invitations more than a decade ago. The beauty and texture appealed to brides who began demanding letterpress invitations instead of engraved, thermographed or offset-printed ones.

At the same time, presses were being discarded by commercial print shops, and became affordable and available to artisans throughout the country. The movement has been aided by the emergence of a number of organizations that teach letterpress.

P18 CANVAS February 2012

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

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Chucks, Ducks and Letterpress

Interestingly, the goal before this revival was not to leave an impression – to print so that the type contacted the paper enough to transfer the ink without making an indentation (a kiss impression). But today, the goal is to create a distinct impression that identifies the printing as letterpress. In this world of mass-produced and cheaply made stuff, retro graphics, vintage fonts and the heavy touchable papers used in letterpress printing conjure a time when quality and beauty were inherent in our everyday lives. And this process is no longer just a cottage industry.

The Finishing Touch Henry and Co, a 35-year-old print business in Atlanta, is among the traditional printers enjoying the letterpress printing revival. Jason Henry, who worked with his father from the beginning and now is owner, says they definitely are seeing an increase in letterpress jobs. “The pendulum is definitely swinging back. We are doing a lot more letterpress these days. People want some-

“ Our mantra around here is preservation through production.

We don’t do digital design like some other letterpress printers. Here, the printer is the designer and the designer is the printer.”

thing with a hand-made quality rather than something that is turned out quickly. More and more

– Jim Sherraden, Manager, Chief Designer and Archivist, Hatch Show Print ®

customers are opting for high-end work that is produced at a slower rate.”

Reasons for Resurgence Why has there been an increased interest in letterpress? Three factors seem to be fueling the popularity.

1. Hand Candy Although sentimentality is frequently

2. Customized Marketing Collateral

3. Calling Cards that Make a Statement

at the heart of retro marketing,

Because of all the available data,

In 2009, the self-proclaimed “king of

Jason Henry says that it’s the tactile

marketers are getting away from the

infotainment,” Joel Bauer, released

qualities of letterpress — not just the

shotgun approach of broadcasting

a YouTube video that strongly

sentimental — contributing to the

large quantities of advertising across

suggested (in motivational-speaker

increasing popularity. “Letterpress

a wide public sector. Instead, they

speak) that people should devote

work seems to be especially

are identifying and targeting specific

more time and resources to the

appealing to a younger demographic

markets using more customized

development of their business cards.

that has grown up looking at

marketing collateral. “They are sending

This video, “Your Business Card is

computer screens. They want to

out fewer, better printed pieces so

Crap,” has had more than 1,768,800

touch and feel materials these days.

they can focus on quality rather than

hits. “Looks like crap, it is crap,”

With the letterpress, you can run

quantity,” Henry says. “People want to

Bauer proclaims while holding up an

heavy textured stock that is attractive

receive something that is tactile and

average business card — one that

and touchable.”

attractive with a tailored quality. If you

creases, tears, and is generic and

open your mailbox and find 20 beat-up

forgettable. In contrast, Bauer shows

glossy tri-folds with wafer seals and one

off his business card in the video —

distinct envelope made with fine paper,

one he claims costs him $4 a piece

which are you going to open? The fine

and was 25 years in the making.

envelope is like a gift — it stops you and holds your attention. You want to feel it and hold it in your hands.”

P20 CANVAS February 2012

While the viral video likely didn’t persuade nearly two million viewers to spend $4 on each of their business cards, it may have motivated some to reconsider what they were handing out. “People are spending more on their business cards these days,” Henry says. “In many cases, it is the only printed piece of marketing collateral that they have, so they are investing more in it and are going for a more distinctively custom-made look. They want to ‘wow’ potential clients. So we’re routinely doing business cards now that require seven processes. People will spend the money for quality printing.”

Want to see some examples of business cards that aren’t crap?

You can view a gallery of the most creative and unique business cards from all over the world at www.cardonizer.com. solid, permanent and real that they

Something to Hold On To

want to hold in their hands — tactile stimulation

It is interesting to note that, after a few basketball games, my daugh-

in their increasingly virtual and transient worlds.

ter and her teammates chucked the cool Chucks and went back to

In his business card video rant, Bauer says that

the shoes that gave them better footing on the court. They still wore

your business card should be so wonderful that

the Chucks off the court, but on the court, the coolness factor was

people will keep it even if they don’t like you.

negated by their low performance value.

Perhaps that’s what people are discovering — or

In contrast, the coolness factor of letterpress has substance that appeals to a wide demographic, thus giving it significant perfor-

rediscovering — about letterpress. It can create something that people want to hold onto.

mance value. For older generations, letterpress harkens back to a whimsical time, when life was simpler and there wasn’t so much noise. It is a relic that offers comfort.

And the generations who fall asleep with their laptops in their beds are attracted to letterpress, because it offers something

Scan To Read This Article on Your Mobile Device

How to penetrate accounts

B

ob walked down the hall and headed toward his office. It had been a good morning, he thought. The meeting with the marketing team at Widget World had gone even better than he had

hoped. He was sure that several of the initiatives they had discussed would turn into significant sales for him.

Jessica slumped even lower in her chair and said, “I guess there’s nothing I can do to change that.”

“I disagree,” Bob said. “Situations like that can be changed – if you’re willing to sell differently.”

Jessica’s eyebrow raised – she looked skeptical.

“Customers will pay a higher markup if you give them higher value,” Bob explained.

Jessica replied, “Our quality

As he passed Jessica’s office, he saw her slam down her

wins awards; we turn jobs around quickly, and I work

phone. Angrily, she cried out, “No one cares about service

hard to be responsive. If that’s not enough, what else

anymore. All customers want is a dirt cheap price.”

can we do?”

Bob stopped by and asked, “What’s wrong?”

“That’s where selling differently comes in,” Bob said.

In obvious disgust, she replied, “I just lost a job because

“Talk to your customers about their problems. Find out

my price was $300 higher than the competition. That’s bad

how to provide something they’re not already getting from

enough. But what stings even more is that we just turned

the competitors. When I took that approach, I learned my

around a job for the same client with a super tight deadline.

customer wanted to find a better way to manage sales

Time after time, we perform, but when it comes to awarding

collateral. I came up with a POD solution. It was a win-win

jobs, the client doesn’t seem to appreciate our service at all.”

for both of us.”

Bob listened sympathetically. When Jessica finished, he

Jessica seemed sparked. “You’re right.” She picked up

said, “I know how you feel. That’s the situation I was in earlier

the phone and started to dial. “I’m calling my client back

this year with my biggest client. I felt like even though we

right now and setting up a meeting. I may not be able to

were jumping through hoops, it didn’t win us any brownie

win the lowest price contest every time, but I can beat the

points when it was time to bid.”

competition by selling smarter.”

P22 CANVAS February 2012

and get higher prices

by Linda Bishop

As a salesperson, I know from personal experience

Alignment offers deeper insights into buying criteria. It helps you

how painful it is to watch volume shrink at a good

understand baseline expectations and puts price into perspective.

account when a lower-priced competitor enters

Instead of being treated as the single determinant, alignment helps

the picture. It’s frustrating to find that some buyers

you find ways to weigh price against other important factors.

don’t view superior service as a valid reason for paying higher prices. When this is the case, remem-

The Vicious Cycle of Downward Pricing

ber that all buyers have problems and that they will

Make no mistake. Many customers view printing as a commodity

spend money to solve them. Customers recognize

because they don’t see any differentiation between suppliers. When

value, and they will pay to get it.

that’s the case, price becomes the key factor in determining who

I often hear salespeople grumbling about customer delivery schedules. But the truth is that many printers have plenty of excess capacity and

produces a project.

Worse yet, printing commoditization already has created this cycle in many accounts.

can turn projects around quickly. The same goes for excellent quality and the ability to provide esti-

Escaping commoditization depends on three factors. First, invest

mates in less than a day. Meeting expectations

time to find ways to provide more value to an account. Providing

is necessary to maintain business, but in today’s

more value means:

competitive world, it won’t justify higher pricing.

•D eveloping meaningful and real relationships with decision-makers

To penetrate accounts at higher margins, you

• Understanding the dynamics of the customers’ business –

must be more closely aligned with your customers’

How do they make money? Who are their key competitors?

business. Armed with an in-depth understand-

What business initiatives are in place? What are the goals?

ing of your customers’ problems and goals, you can offer meaningful solutions with higher value – and get a higher price.

• Planning sales conversations designed to find opportunities for better alignment • Providing information to communicate benefits and expertise

CANVAS P23

Growth through Alignment

To penetrate accounts at higher margins, you must be more closely aligned with your customers’ business.

Second, differentiate your company

Opportunities to Add Value

in a meaningful way. Differentia-

In every industry, CEOs rank top-line

tion in a number of areas has made

growth as a critical challenge. Storefronts,

Starbucks successful in the coffee

Print On Demand solutions, and smarter

business. This strategy will help

direct mail programs with better data

you increase value, too. Strategies

hygiene are three areas tied to customer

can be built around any of these

growth goals with opportunities to provide

desirable differences.

more value.

• Convenience • Customized solutions

Customers also pay more to avoid

• Product complexity, such as

problems. One benefit for Print on

the ability to produce variable

Demand solution is waste elimination.

data printing

Throwing obsolete materials into a dumpster is painful for three reasons:

• Reputation – where you are the recognized expert in a

• The money spent on obsolete materials

specific area

could have been spent elsewhere.

• Bundled solutions combining

• Destroying out-of-date inventory

products and services into a

materials has accounting ramifications,

single, higher value offering

and no one wants their spending

• Service guarantees

decisions to be scrutinized by the CFO. • Incorrect forecasting makes the

Third, pick the right account that

customer’s boss unhappy.

values strategic partnerships. Some customers don’t care about building stronger relationships

Printing marketing materials on demand eliminates waste,

with their partners. Some organizations have poli-

but the unit cost increases. Another benefit for POD solutions

cies, processes and practices that are not compat-

is personalization with targeted messages. For marketers, this

ible with strategic partnerships. Some buyers are

adds value because response improves, and that may justify

unwilling to share information so you can provide

higher pricing.

more value. To avoid wasting time, assess barriers

Customers also spend more when a higher price today means

by asking your customers:

avoiding future problems. For example, providing clients with

• What could we do to earn more of your business?

guaranteed pricing for the coming year eliminates budget uncer-

•W hat problems delay you when it

tainties. Guaranteed pricing could cover a product category, such

comes to reaching your goals?

• I f we helped you solve your problems, what value would that have?

as postcards or the entire print-spend with you becoming the single source provider.

In all cases, it’s important to understand a customer’s buying criteria. Customers demand certain special benefits and will pay

Look for real opportunities. Avoid lost causes.

more to get them. There are others benefits customers would like

Recognize that one of the smartest selling deci-

to have, as long as they don’t have to pay extra to get them. Other

sions we can all make is to pick the right custom-

benefits are expected. They’re table stakes that you must provide

ers and invest time in them.

to stay in the game.

P24 CANVAS February 2012

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Growth through Alignment

Strong relationships always are a plus when you’re selling. The old adage, “People buy from people, and they buy more from people they like,” still is true.

Building a Relationship Advantage Strong relationships always are a plus when you’re

When buyers like and trust you, they share more. With better

selling. The old adage, “People buy from people,

information, you’ll find more opportunities to add value. Strong

and they buy more from people they like,” still is

relationships also tend to be a prerequisite for success when it

true. But it’s important to recognize there are many

comes to introducing high value solutions built around innovative

factors at work in the buyer’s world. Friendly buyers

technologies, such as storefronts.

often like the competition as much as they like you.

Add More Value Here are several ways to build a stronger relation-

Take a look at your book of business. Identify five customers

ship with customers:

that have growth opportunities, plan an approach and call for an

•W rite a thank-you note when a customer helps

appointment this week. Remember, it’s always easier to sell more

you out with something like giving you an

to friendly customers who are already buying from you than it is to

extra day for delivery.

convince a stranger to make a purchase.

•A t least once a quarter, schedule time for

Find out how you can add more value. That’s a smart strategy

meaningful discussions about your customers’

for two reasons. First, it helps you achieve your growth goals.

daily challenges.

Second, adding more value makes it tougher for your competitors

•T hank your customers for the business they’re giving you right now.

•W hen you’re on the phone, try single tasking.

Don’t skim e-mails. Stay focused, pay attention and demonstrate by your actions that your customer is important to you.

• Listen better; don’t interrupt.

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to match your offering at a lower price. Strategic alignment with your customers is a win-win solution.

Andrew Carnegie, the famed tycoon and philanthropist, once said, “The first man gets the oyster, the second man gets the shell.”

Even if you’re satisfied with the current situation, complacency can be dangerous, especially if your competitor reads this article too.

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By Michael J. Pallerino

P28 CANVAS February 2012

W

hen Kevin Cassis and his partners acquired The Whitley Company in 2006, they took over a printing company steeped in tradition – an organization that not only

produced some of the finest quality of print in the state of Texas, but also employed an approach to customer service that made each and every person who walked through the door

Why you should concentrate your efforts on the areas that give you the greatest returns

feel like family. Cassis knew the printer’s “heart-as-big-as-Texas” work ethic was the summit of a 20-plus year printing career that saw him go from apprentice equipment operator, to department manager, and eventual owner.

Cassis landed at The Whitley Company in 2000 after help-

But Cassis, as any good visionary does, already

ing grow – and eventually sell – a Maryland-based company that

was thinking ahead of the curve. Not soon after

posted an average annual growth rate of 17 percent. His good

acquiring Whitley in 2006, he recognized that, as

fortune continued. The first part of the decade were good years

a company in a mature and competitive industry,

in Austin, as the printer continued to provide some of the highest

it needed to diversify, which led to the creation

quality jobs in the area. At the time, The Whitley Co.’s print jobs

of The Whitley Group. He challenged his team to

billed at 10 percent to 20 percent above the market value in the

find business sectors where the company could

area’s highly competitive print community – one that Cassis admits

provide value beyond quality. “We started look-

still has an unusually high number of printing services providers.

ing at existing clients to see if we could harvest

For more than 50 years, The Whitley Company became synony-

the best niche market to expand our business.

mous with superior quality. “In our market, if you’d asked veteran print

Over the past five years, we started taking a

buyers – production managers, ad agency reps, marketing executives

different approach to selling print. Rather than

and print procurement professionals inside academic institutions or

peddling ink on paper against everybody else

agencies – who the premiere printer in town was, they’d say us,” says

who was giving away ink on paper, we needed to

Cassis, who today also serves as president. “Everybody came to us

find a market segment that we could sell services

when they needed a complex printing job done.”

with a perceived value.”

But in 2008, as the economy started to turn, so did the need for

Whitley eventually chose the education sector,

high quality printing jobs. Almost overnight, everybody started to

where schools and universities had bigger

view ink on paper as a commodity. Regardless of the job, compa-

budgets, paid on time and had the resources

nies could not justify spending more money than they had to on

needed to get the job done. “It was a market

printing. Cassis began to see a huge shift toward low cost alterna-

segment that we saw value beyond quality,”

tives. “We had customers who had been with us for more than 20

Cassis says. “We viewed them as large consum-

years say that there was no way they could afford to pay 10 percent

ers of print – Texas, Baylor, Southwestern, Texas

to 20 percent more on a job – any job. There was no way they could

State [etc.]. They included admission offices,

walk away from a $5,000 savings.”

alumni offices, fundraising organizations, and

The scenario presented an even greater challenge for Whitley.

public relations and marketing departments.

The printer didn’t have the ability to be a low-cost solution provider.

They had all been clients of ours – on and off

Its true cost structure was too high. “We had invested far more in

– for more than 20 years.”

talent, technology and materials than our competitors did,” Cassis says. “If it came down to a price war, we just couldn’t compete.”

Today, along with print, Whitley offers services across multiple mediums, including variable data

CANVAS P29

Harvest Time

digital printing, email and interactive commu-

says. “That’s not a good way to start, since most of the same people

nications. “We’ve grown up quite a bit over the

in the room are the ones who seem to attend all of these type of

years,” Cassis says. “We are capable of offer-

meetings. Essentially, you just rehash the same advice.”

ing value-added solutions like our proprietary

Strauss believes that companies must take an “outside-in” point

response tracking and reporting system – some-

of view when innovating new product and service offerings. “You

thing you won’t get anywhere else. Today, it’s

have to engage key audiences from outside of your company in this

about continually looking for better solutions

discussion, specifically key members of your supply chain, logistics

for our customers. We know what got us here – and that helped. We

that our collective success depends on

“ You have to look at everything from both sides. Our world has weeded out everything on the balance sheet. There’s nothing else left to cut. The next phase is growth. How do you do marketing more efficiently?”

each of us continuing to learn, adapt

– Gina Danner, CEO, Mail Print

have a reputation and success built on strict adherence to elevated standards for quality and service. The common denominator

is

our

people.

Our

employees know what’s important to our customers. Everyone understands

and embrace the changing technology in our industry.”

Not unlike any other market segment, printers

chain, customers, channel partners, etc. Engage your customers’

must be in the business of building businesses.

customers in conversations about their unfulfilled needs and the

The Whitley Co.’s approach is a strategy that,

things that frustrate them. Look for the individuals who are ‘outside

when done properly, works. But success doesn’t

the box’ thinkers. You need people who aren’t afraid to rock the

always come just because you say you need to

boat with their visions.”

change, says Ron Strauss, founder and CEO of Brandzone in Atlanta, and co-author of “Value

Find the ‘why behind the what’

Creation: The Power of Brand Equity.”

In 1986, Mail Print worked with Kansas City, Mo.-based companies

“When faced with this question, most busi-

that used its services to address and process mail such as newslet-

nesses call a meeting of selected employees, do

ters and postcards. The process was pretty simple. All Mail Print had

some brainstorming and go from there, Strauss

to do was retrieve the product from the printer and mail it. But in a

1. Be open-minded So you’ve been a printer for as long as you can remember. But your customers’ needs and the business climate around you continues to change.

Keep an open mind to all the possibilities that change can offer.

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2. Build a strategic effort around R&D You’re going to have to put money and time into finding new revenue streams, so make sure it’s not hopes and wishes. Stay focused on what you do and game plan to go deeper with existing customers.

3. Grow with your customers’ needs Engage key customers by looking at each activity you share with them and ask, What is the benefit of this activity to you? If you bring value to what they do and help them make money, they’ll stay with you.

4. Identify current niches and expand upon them This means going deeper with your current customers. If you’re helping them print, see what else you can help them with.

5. Have an appetite for change There’s no benefit in changing for change’s sake. If you’re expanding into new areas such as marketing automation, make sure you find the talent and resources to help you succeed.

6. I f there’s no pain, there’s no gain Just remember, you’re going to have growing pains. One printer CANVAS talked to hadn’t had any turnover in six years on the print side, but had 95 percent turnover, three times on the marketing side.

7. Don’t be a pretender If you don’t have the capital, resources or talent to do something properly, don’t do it.

Focus on what you know, and strive to be the best.

Harvest Time

time when customer service and on-time delivery were the focus of printers, Mail Print executives couldn’t believe how often the printers dropped the ball. And if the product wasn’t late, the printing might have been wrong.

“We have a reputation and success built on strict adherence to elevated standards for quality and service. The common denominator is our people. Our employees know what’s important to our customers.”

– Kevin Cassis, President, The Whitley Group

So the Danner family who owned Mail Print decided to contact the printers directly to see if Mail Print could become a broker for them. The printers were not open to the proposition. So, in 1988, 1.5 years after the company was founded, they began offering printing services.

Several years later, Mail Print eyed both sides of the spectrum – operational print and marketing print. “The money was in marketing print, so we wanted to be in that game,” Gina Danner, company CEO, says. “If we could help clients make money, they would be more likely to continue doing business with us.”

And then the Internet surfaced, enacting a change in the marketplace that’s still evolving. “So now it becomes a matter of how you weave and interact print into online and marketing activities, and into automation services,” Danner says. “You have to look at everything from both sides. Our world has sliced every ounce of fat from the income statement. There’s nothing else left to cut. The next phase is growth. How do you execute marketing more efficiently and generate higher response?”

The BCG Matrix Inside the search for new revenue streams One of the key tools for expanding your business within your existing markets can be found in a business strategy known as the BCG Matrix, revolves around understanding how market share and market growth interrelate. The BCG Matrix provides a useful way of screening the opportunities open to you, while helping you think about where to best allocate your resources to maximize profit in the future.

The Matrix’s origins can be traced to the early-1970s, when the Boston Consulting Group devised a clear and simple method for helping companies decide to which parts of their business they should allocate available cash.

The strategy starts with market share, which, simply put, is the percentage of the total market being serviced by your company – measured either in revenue terms or unit volume terms. The higher your market share, the higher the proportion of the market you control.

P32 CANVAS February 2012

The BCG Matrix assumes that, if you enjoy a high market share, you’ll be making money. Of course, this assumption is based on the idea that you’ve been in the market long enough to have learned how to be profitable and are enjoying scale economies that give you an advantage.

So the question becomes: Should you invest additional resources into a particular product line just because it’s making you money?

The answer: not necessarily.

Enter market growth, which is used as a measure of a market’s attractiveness. Markets experiencing high growth are ones where the total market is expanding, meaning that it’s relatively easy for businesses to grow their profits, even if market share remains stable.

By contrast, competition in low-growth markets often is bitter, and, while you might have high market share now, it may be hard to retain that market share

without aggressive discounting.

This makes low-growth markets less attractive.

“The BCG Matrix is a great tool to look at the competitive situation at a high level,” says Tim Halloran, a member of the marketing faculty at the Goizueta Business School at Emory University and executive director of the Emory Marketing Analytics Center (EmoryMAC).

“The biggest question mark I see in the BCG Matrix often is the Cash Cow. Are we experiencing slow growth due to our own actions? Do we make the determination that we’re really tapped out and that we need to use the funds from our Cash Cow to continue to invest behind our Stars growth? Or, do we use those funds to get our Question Marks into the Star category – or invest in new product development? This is all driven by our expectations of where we feel our products are in their life cycles.”

Harvest Time

Understanding the Matrix The BCG Matrix categorizes opportunities into four groups, shown on axis of Market Growth and Market Share: The Matrix groups are:

Dogs: Low Market Share / Low Market Growth

Market Growth

HIGH

QUESTION MARKS

Here, your market presence is weak, so it’s going to take a lot of work to get noticed. You won’t enjoy the scale economies of larger players, so it will be hard to make a profit. And because market growth is low, you’ll need a lot of hard work to improve the situation.

STARS

Cash Cows: High Market Share / Low Market Growth

CASH

DOGS

COWS LOW LOW

Market Share

HIGH

Here, you’re well established, so it’s easier to get attention and exploit new opportunities. But it’s only worth expending a certain amount of effort, because the market isn’t growing, and your opportunities are limited.

Stars: High Market Share / High Market Growth Here, you’re well established and growth is exciting. There should be some strong opportunities and you should work hard to realize them.

Question Marks (Problem Child): Low Market Share / High Market Growth These are the opportunities with which no one knows what to do with. They aren’t generating much revenue, because you don’t have a large market share. But they’re in high-growth markets, so the potential to make money is there. Question Marks might become Stars, and, eventually, Cash Cows. But they could just as easily absorb effort with little return. You must think these opportunities through before making an investment.

Today, Mail Print specializes in the execution and

don’t, you think your company is going to die. But should you? Can

delivery of complex, data-driven multi-channel

you? Do you have a passion for marketing? Or should you focus on

direct marketing services. Mail Print is a premier

being the best postcard printer in town? It’s about finding what you

partner and test site for both HP Indigo and XMPie,

can really deliver on.”

and continues to be a leader in the latest direct

Danner says that today’s printers have to be careful of reacting to

marketing technologies, including variable data

every buzzword they hear because it’s where they think they should

printing, marketing asset management, automated

be. “My advice is to ignore what the industry is doing and focus on

printing and web-to-print.

what your customers need. Your customers will drive you into the

But as printing service providers continue to

direction you need to succeed.”

transition into this brave new world, Danner says

Tim Halloran, a member of the marketing faculty at the Goizueta

they must be fully aware of where those next steps

Business School at Emory University, says today’s companies must

may lead them. It’s just not as simple as saying you

look at the entire business environment, competition, internal capa-

want to be a marketing service provider, for exam-

bilities, etc., to best determine, strategically, where the best course

ple, and then just go out and start doing it.

of action is. “I firmly believe that the way we get ourselves

“There are a lot of mental gyrations you

out of the economic turmoil that we are in will be through

have to go through,” she says. “You have

accelerated innovation and new product development.

to find the why behind the what. You have

“It will not be government bailouts or stimulus packages,”

to develop your long-term business and growth strategies. You have to always answer that question. You want to be a marketing services provider, because if you

P34 CANVAS February 2012

says Halloran, who also is executive director of the Emory

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Marketing Analytics Center (EmoryMAC). “Firms that invest in strategically relevant new products/services will be rewarded and will drive the economic recovery.”

Famously The Year of Living

O

kay, I’m going to ruin it for you. It’s time for me to drop

that “reminder bomb.” I just can’t let you sit there and revel in your recently made “life altering” New Year’s resolution.

Don’t worry it’s early yet. You have plenty of time to

get things going. There’s still time to leave work early while passing door after door of possible clients. Perhaps you could burn up an hour or so doing meaningless paperwork after a halfway decent tele-sales call.

Don’t sweat it. Maybe you could start researching that 2012 spring break trip. What about all those Facebook updates? And did you see what Kim Kardashian was up to today on Twitter?

Your change can wait – can’t it?

Well, I hate to do this to you. I just can’t let you do it. You can’t wait.

We’re all in this together. We’re all entering 2012 as a bunch of crazy Sales Weapons. Why? Because things aren’t as easy as they used to be. Yes, I said it. This economy stinks; customers seem harder to find, and margins aren’t what they used to be.

But guess what? A lame economy, tough customers and eroding margins only affect average and below average salespeople. You don’t have to be average. That’s a choice no economy or customer can take away from you.

P36 CANVAS February 2012

By Brian Sullivan

The Year of Living Famously

So why not make 2012 the year you worked

While I fully realize that the thrill of a large commission check may

harder, became smarter and did more than

be good enough for you, the driving motivation is recognition and

ever to increase your skills? That feeling of

respect. So ask yourself a question right now. When was the last time

accomplishment that comes from being your

you were publicly recognized by your company, manager or industry?

company’s top sales performer is tough to

I’m talking about an award, a voicemail referencing something

beat. Think of the perks that come with being

extraordinary you did or a post on the company website from a

better than everybody at the world’s greatest

customer who received amazing service from you. When was the

profession. While I’ll promise not to sound like

last time somebody made you feel respected by asking your advice

a late night infomercial – lavish yachts, fast cars

about how to sell at a high level, how to overcome that common

and beautiful people falling at your feet – I will

objection or how to get to the top?

promise you this. You will feel like a champion.

If you said six months, one year or never, well then, things are

You will gain the respect of your managers and

about to change. In 2012 you WILL be noticed. You WILL be

company leaders, and perhaps, more impor-

respected. And you WILL be a top performer. It’s time to become

tantly, your customers.

famous in your company and industry. Here’s how.

Step 1

Grab a pen and pad, an iPad or a computer right now.

Step 2

hink clearly about what your success will look like at the end of this year.

T Now answer the questions below: How will you ultimately measure your success? __________________________________________________________________

Who will be positively affected if 2012 is your best year? _________________________________________________________

Who will help you get there? __________________________________________________________________________________

What did you do in 2011 that you should keep doing? ____________________________________________________________

What did you do in 2011 that you should stop doing? ____________________________________________________________

What do you need to begin doing in 2012 that you haven’t done yet? ______________________________________________

Step 3

Let’s talk activity and make it specific.

I will make

$___________ this year.

I will close

___________ sales a week.

I will have

___________ sales presentations/meetings a day.

I will make

___________ prospecting calls a day.

I will set aside

___________ hours/minutes each week to plan.

I will be ranked No.____________ in my company in sales.

P38 CANVAS February 2012

A lame economy, tough customers and eroding margins only affect average and below average salespeople.

You don’t have to be average.

Now take that sheet and tape it to your forehead. Take a deep

and respect we talked about earlier. Your peers

breath and let those commitments sink into your brain. When you

will want to be like you, your CEO will want to

are done peeling the tape off your head, make one more commit-

know your secrets, and your customers will

ment. Promise yourself you will look at that sheet (electronic version

want to fix you up with their closest relative

works good, too) every Monday morning and Friday afternoon.

(assuming your single).

The more you look at those objectives, the more quickly you’ll become a top performer. By keeping the finish line in front of you

And next holiday season, when you review

at all times, you’ll know exactly where to run. The target will be

2012, you’ll be thankful for the commitments to

stationary – an easier target to hit than one that’s moving.

excellence you made one year ago.

Notice the last line of the PRECISE Objectives. You must plan to plan. This means you must pick a set time each week to map out

And lastly, don’t forget:

your month. During that planning time, DO NOT pick up voicemails, emails or tweets. Plan your high value activities at least two weeks out.

So here’s my prediction for 2012. If you’re committed to

“No amount of success at work can compensate for failure at home.” – Patrick Morley

mastering sales, consistently focusing on your objectives and scheduling time each week to plan; you will get the recognition

See you at the TOP.

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.” To sign up for his free weekly motivation and sales tip, visit www.preciseselling.com.

book recommendation

Betterness

»» By Umair Haque

C

ANVAS Magazine consistently has challenged the short-term thinking derived from our big corporation mentality. Culturally, we seem overly focused on immediate results. Coaches get fired, politicians angle to get elected or re-elected, and companies forgo long-term, market-based strategies to make quarterly returns.

Our economy is troubled and people deserve, well, “Betterness.”

Bestselling author and thought leader, Umair Haque, is convinced that we’re embarking on a new world. In his new book, “Betterness,” Haque argues that today’s corporation is obsolete, and that the relentless focus on the short term is detrimental to communities, nature and future generations.

In addition, he believes business as we know it has reached a state of diminishing returns – though, as we work harder and harder, we never seem to get anywhere. This has led to a diminishing of the common

Betterness is a paradigm shift that goes from negative to positive. It’s a new paradigm that challenges companies to focus on reaching their own potential instead of engaging in bitter competition. wealth: wage stagnation, widening economic inequality, the depletion of the natural world, and more. To get out of this trap, we must rethink the future of human exchange. In short, we must get out of business and into betterness.

Betterness is a paradigm shift that goes from negative to positive. It’s a new paradigm that challenges companies to focus on reaching their own potential instead of engaging in bitter competition. Betterness is a place, where instead of pursuing returns for shareholders, business looks more at investing in personal growth and concentrates on providing the essentials

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P40 CANVAS February 2012

that enrich life – relationships, fulfillment and lasting accomplishment.

Ironically, by focusing on bigger purposes, we’re more likely to achieve all of our goals, including the short term ones. CANVAS highly recommends “Betterness.”

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