Canvas Magazine | Taking It To The Top

supporting print sales & Marketing Executives

January 2012

Taking it to the Top

Defining the extreme importance and incredible power of the ‘elevator speech’

Stay True to Your Roots Survey Says: Direct Mail Wins; Email Takes It on the Chin You Were Saying?

Seven styles of questioning that can help you sharpen your critical thinking skills

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If you’re going to say you provide “outstanding customer service” or “the highest quality products,” you have to back it up. You must become who you say you are and do what you claim.

Publisher mark potter

January 2012

Marketing Manager brandon clark MANAGING EDITOR michael j. pallerino ART DIRECTOR brent cashman

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Publisher’s Thoughts

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Print In The Mix: Fast Facts

Going Down?

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Marketing Insights

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Best of Reflections

Editorial board chris petro GlobalSoft tom moe Daily Printing dean petrulakis Rider Dickerson david bennett Bennett Graphics

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Taking it to the Top Defining the extreme importance and incredible power of the ‘elevator speech’

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You Were Saying?

Seven styles of questioning that can help you sharpen your critical thinking skills

tony narducci O’Neil Printing CANVAS, Volume 4, Issue 1. Published bi-monthly, copyright 2012 CANVAS, All rights reserved, 2180 Satellite Blvd., Suite 400, Duluth, GA 30097. Please note: The acceptance of advertising or products mentioned by contributing authors does not constitute endorsement by the publisher. Publisher cannot accept responsibility for the correctness of an opinion expressed by contributing authors.

CANVAS P1

Publisher’s thoughts

Going Down?

A guy walks onto the elevator. You recognize him as a major player. He’s dressed in the finest suit and is flanked by a couple of his cronies. He manages a major marketing budget – one that could single-handedly change your life.

You realize this may be the only time you’ll ever meet this person, and that if you don’t say something, you may never see him again. Your palms are sweaty and your stomach is churning. You muster up enough courage to say hello and something about admiring his work. Some small chat ensues. At some point, the gentleman asks, “What do you do?”

You can’t believe this is really happening. You’ve heard about the concept of elevator speeches, but you have never actually seen it put into practice. You suck in enough air to deliver your most passionate product description ever.

You tell him that you don’t just print, but that you print like no one ever has.

You say you have won awards; your printed material is elegant, and that your process is environmentally sound. You tell him your FSC certified. You even toss in some tidbits about how long your organization has been around.

After you dribble out the last few bits of information, you wait for him to demand that one of his subordinates set up a meeting as soon as possible.

But that meeting never occurs. The guy smiles, almost apologetically, and respectfully wishes you well. He leaves the elevator and never thinks of you again. That’s the harsh reality of defining yourself and your company by your products. You could have talked about your campaign management services, large format and every other marketing service you offer, but it wouldn’t have made a difference.

Now, if you had told him “who” you stand for rather than “what” you do, the whale’s curiosity just might have been piqued. If you had told him you don’t like defining yourself by the things you do, but rather by the clients you serve, he might still be listening.

If you would have dropped some of the names of your major clients, and then described their most intimate needs and desires, he might have taken your card.

And if you were able to demonstrate that all your clients fit the same mold, and that you have elevated them in some way, he just may have had one of his cronies set up that meeting.

The fact is that your elevator speech is the essence of your strategy. “Who knows you” will always trump “what you do.” Your challenge is to enlist the critical thinking necessary to embrace this strategy, and then find the guts to execute it.

Our January edition of CANVAS Digital offers two fantastic articles that inspire this type of thinking. We want you to start the New Year out right and focus on your elevator speech, which will help you summon your best critical thinking. We think 2012 can be a banner year.

I wish you the best of the New Year,

Mark Potter, Publisher P2

CANVAS January 2012

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marketing insights

That’s what he said … “ I think that the perceived abundance and diversity of information available through social networks and social media has resulted in a higher level of pressure and expectation about the nature and types of questions that social media research can answer.”

– Clay McDaniel, founder and managing partner of the Spring Creek Group, on whether there’s more pressure being put on social media measurement to prove itself than on other types of measurement

Stay true to your roots With more than 100 stores nationwide and the country’s largest co-op, you’d think that Recreational Equipment Inc. (REI) would have a “big store” feel. Think again. Part of the retailer’s success can be attributed to the strong and personal connections it has with the local communities it serves. And REI customers love that. That’s why Jordan Williams felt the retailer’s social media strategy needed to have a local focus – not a national one. In a recent presentation he made on the website Blogwell, REI’s manager of digital engagement provided a snapshot of its social media plan. Following are some of the high notes.

Focus on the market level Instead of having REI stores use the same strategy, REI broke it into 53 regions, each of which created its own Facebook page and Twitter account.

Create a central hub to direct people

Show them the way

With a bevy of accounts

more than 300 practitioners

serving multiple regions, REI wanted a single place to promote and direct customers.

The strategy involved creating a simple directory on its corporate website (REI.com/connect).

This made it easier to promote all its social media profiles at

7.1

stores and in traditional media.

Williams and his team trained with a “201” class – the “101” class was optional. The class focused on copyright law, how to cover local topics, how to be responsive and how to reach out to local social media influencers such as nonprofits, parks and outdoor enthusiasts.

The total percentage increase of B-to-B media revenue ($12.9 billion) in the first half of 2011, compared to the same period the year before, according to Business Information Network (BIN) data released by American Business Media. The category with the most growth was digital revenue, which posted a 23.2 percent increase.

Other categories with revenue increases were data (7.8 percent), print (4.9 percent) and trade show (1.0 percent).

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CANVAS January 2012

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Print in the mix-Fast Facts www.printinthemix.com

11.2

The percentage increase that online ad revenues will post in 2012, outranking newspapers as the No. 1 media category globally with nearly 20 percent of worldwide advertising dollars at $84.4 billion, according to a recent report by MAGNAGLOBAL, a division of IPG Mediabrands. Other increases include: television, 6.7 percent ($187.1 billion); radio, 1.6 percent ($30.4 billion); and Out of Home (new digital platforms), 6.3 percent ($28.3 billion). Newspaper and magazine revenues are expected to shrink by 1.0 percent and 1.3 percent, respectively.

Survey says:

Direct mail wins; email takes it on the chin So what does today’s consumer prefer when it comes to receiving marketing messages from brands?

Would you believe direct mail?

According to a recent study by marketing firm Epsilon, 50 percent of U.S. consumers said they preferred direct mail to email.

The study – “The Formula for Success: Preference and Trust” – found that six out of 10 Americans said they “enjoy getting postal mail from

brands about new products.” So what about the tag that direct mail is an “old school” form of marketing? That didn’t seem to fly, as consumers named it their top choice in nearly every category, from health to household products, to household services, insurance and financial services such as credit card offers. Also to note, the direct mail preference was preferred by the 18- to 34-year old demographic as well.

Other key findings included: • About one third of the survey respondents (33 percent) don’t find ads on social media sites useful

• One-third (34 percent) • Seventy-five percent • Consumers say of U.S. consumers of consumers say they greatly who prefer email over they get more email prefer personally mail cited “saving on than they can read addressed mail to paper” as the main unaddressed mail reason, up from 21 per- • Nearly four out of cent in 2010; of those 10 (37 percent) who prefer postal mail • The least trustworthy consumers use TV to email, 30 percent channels are social daily to get consumer say they would prefer media and blogs, product information, not to have to print the achieving only down from 43 percent information needed 6 percent trust among and 35 percent, U.S. consumers respectively, in 2010

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CANVAS January 2012

Print in the mix

Color text & graphics on envelopes really work So just what does it take to open an envelope these days?

According to a study commissioned by Pitney Bowes, color and text graphics will do the trick. When presented with graphic depictions of envelopes to determine which features would make them most likely to open them, participants were 69 percent more likely to open a mail piece with color text and graphics on the front before opening pieces with no headline or graphic. Given a choice of color graphics or black-and-white text, participants indicated they were 2.5 times more likely to open envelopes with color graphics first. Interestingly, 57 percent of participants indicated they hardly ever noticed what was printed on the back of the envelope when sorting through or opening their mail.

times more likely to open envelopes with color graphics first.

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CANVAS January 2012

Taking it to the Top

Defining the extreme importance and incredible power of the ‘elevator speech’

By Dave Kahle

P10 CANVAS January 2012

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Taking it to the Top

“Why should someone spend time with you?” That was the question I asked the six salespeople who were participating in an intense weeklong training session. The reaction? Mostly blank stares, some uncomfortable fidgeting, and nothing close to a coherent, persuasive response.

That experience made me realize the need for what I call a “value-added proposition.” Many people refer to this as an “elevator speech.” In essence, it is a well-thought-out, meticulously prepared and memorized set of ideas that,

Your ThreeStep Guide to Elevator Pitch Nirvana

If done correctly, your “value-added proposition” – that elevator pitch – should exist in several different versions. The well-thought-out, meticulously prepared and memorized set of ideas should include: 1. A one-page (250 words or so) description detailing: • Who you are • What you do • Why your customers and prospects should care 2. A 30-word version that should be memorized by everyone who comes in contact with your customers 3. A four- to eight-word version that can accompany every communication vehicle, from website advertising, to face-to-face interactions, etc.

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ultimately, answer the question above. (See sidebar, Your Three-Step Guide to Elevator Pitch Nirvana)

Why this is important “Five minutes or it’s free.” That was what the banner read that hung over the fast food restaurant near my house. I noticed it as I drove passed one day. Interesting.

In a mini-environment of intense competition among the dozen or so fast-food options within a mile on this road, this particular restaurant chose to focus on one aspect of their offering: speed. And they decided to turn it into a “value-added proposition.”

In a world of options for today’s consumer, this restaurant chose to take its strength, market it as a benefit and say: “Buy it from us. We’ll guarantee quick service.”

It worked. I decided to pop in for breakfast. The waitress took my order, noted the time on her pad, and handed me a stopwatch. I accepted the challenge. Setting the stopwatch into motion, I waited to see how things might play out. Sure enough, the order arrived within five minutes, at which time the waitress looked at her watch and noted the delivery time on her order pad.

Let’s consider what we can learn from this experience.

First, the value-added proposition consolidates some of the restaurant’s strengths and transforms them into benefits for the customer base. Second, it translates those benefits into a “proposition”– one that challenges the customer to get involved. It tells the world: “Consider me, and here’s why.” In turn, it serves as a proactive way to interest and attract potential customers.

Equally as important, it helps refine what you are as an organization. Translation: You will become who and what you tell people you are.

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Taking it to the Top

From the point of view of the sales force, your value-added proposition provides a focal point – a place to hang that claim of uniqueness.

the restaurant did not have

And there’s more …

tion brings with it tremendous

a quantity of stopwatches

If you’re interested in digging

power to focus your image to

in its inventory prior to en-

deeper into this subject, check

your customer base and, at

acting the “Five minutes or

out, “How to Sell Anything to

the same time, organize your

it’s free” proposition. I sus-

Anyone Anytime.”

internal operations to deliver

pect that the order forms

For a limited time, you can

were modified to accom-

receive $534 in FREE bonuses

From the point of view of

modate the claim, the wait

with the purchase of the book.

your sales force, the value-add-

For example, I suspect

staff had to be trained on

The value-added proposi-

what you say you will.

ed proposition provides a focal

how to implement the pro-

If you subscribe to The Sales

point – a place to hang your

cess, and that some items

Resource Center™, consider

claim of uniqueness. It also

were added and subtract-

Cluster CL-72: “How to Market

gives your sales team a wedge

ed from the menu to fit into

Your Small Business Online;”

into the door of their prospects

Cluster CL-46: “Four-Part Elevator

and an appropriate conversa-

the equation.

I also would bet that some of the cooks had to leave,

Speech;” and Pod-47: “How to Make a More Effective First Call.”

because they couldn’t ad-

tion point with every contact.

That’s why your 30-word version should be memo-

here to the new guidelines the res-

rized and practiced until you can deliver it accurately,

taurant was trying to establish.

fluently and persuasively.

Remember: If you’re going to say you provide “outstanding cus-

How to do it

tomer service” or that you offer

At first glance, the creation of a value-added proposition

“the highest quality products,” you

can be more significant than it looks. Once you understand

must back it up. You must become

the power of those words, and how they attract custom-

who you say you are and do what

ers, equip sales people and shape operations, you’ll realize

you claim.

they are a “bet-the-business-on-this” strategic initiative.

P14 CANVAS January 2012

If you’re going to say you provide “outstanding customer service” or “the highest quality products,” you have to back it up.

You must become who you say you are and do what you claim.

Get it wrong, and your organization’s survival may be

• Have your salespeople memorize

in jeopardy. Get it right, and it can fuel your growth for

the 30-word version and train them

the foreseeable future.

how to persuasively present it.

That’s why these words must be treated as your com-

There is a lot of role-playing and

pany’s major strategic initiative and given the resources

practice in these steps. Try it out on

needed to accompany such efforts.

your regular customers.

Enlist your best people for a brainstorming session.

• Publish the one-page version.

Capture the output. Organize a more analytical group

Create a hard copy that can

and refine the process. Place it in the hands of your best

serve as a leave-behind version

communicators, and ask them to create the three ver-

for your sales force. Publish it on

sions we mentioned previously.

your website. Hand it out to every vendor. Distribute it to everyone

• Test it before you commit to it. Give it to your sales team and get their feedback. Float it by some of your best customers and see what they say.

who is interested.

• Finally, watch as it begins to flow into every aspect of your busi-

• Run it through the search engine optimization folks.

ness, stimulating and shaping the

• Refine it until you’re ready to live with it.

growth you desire.

• Publish the short version in every conceivable place – business cards, letterhead, voice mail messages, websites, email signatures, etc.

About the Author Dave Kahle has trained tens of thousands of distributor and B2B sales people and sales managers to be more effective in the 21st Century economy. He has authored nine books, and presented in 47 states and eight countries. Sign up for his weekly Ezine. For a limited time, you can purchase his latest book, “How to Sell Anything to Anyone Anytime,” and receive $534 in FREE bonuses.

P16 CANVAS January 2012

You Were P18 CANVAS January 2012

Seven styles of questioning that can help you sharpen your critical thinking skills

I

By Timothy Bednarz

nformational gathering processes are designed to assist you in asking questions that facilitate the thinking skills of observation and recall. Both observation and recall thinking skills are foundational to the collection and retention of specific facts.

When questioning to promote creative and critical thinking, it’s important to use your employees’ responses to guide subsequent questions within discussions and dialogues. Make sure to use predetermined, formulated questions for dictating, channeling or directing their responses.

Clues for posing appropriate and effective processing, and probing questions can be found in the responses given to the core questions you asked. Because of this, you must be an adept listener to

e Saying? ask appropriate processing questions that bring about quality responses.

CANVAS P19

You Were Saying?

There are seven different types of processing questions that can be used to generate higher levels of thinking. It’s important to understand where and when to use each.

1. Refocusing Questions

3. Verifying Questions –

5. N arrowing the Focus

– These are needed if

This provides opportunities

Questions – This helps limit

employees are not doing

to cite or give evidence for

the content of what’s dis-

enough in-depth thinking

ideas or specific informa-

cussed or talked about. They

or if they are talking off

tion. Responses tend to be

are based on the “content

subject. To refocus their

based on personal experi-

characteristics” or concepts

responses, you may need to

ences. When verifying in-

or ideas you plan to address,

reacquaint them with what

formation, it’s important to

question and discuss.

you ask by restating the

state what authorities or ex-

core question. It’s important

perts say is true and to use

to provide specific examples

a principle or generalization

You should ask these types

when refocusing your em-

to support the information.

of questions in order to men-

ployees back to a particular subject, idea or concept.

6. Supporting Questions –

tally link relationships be4. Redirecting Questions –

tween, or among evidence

These are designed to en-

and statements of inference,

hance personal interactions.

such as cause/effect and/or

Clarification is needed if the

They should be asked as of-

prediction. Supporting ques-

responses are unclear or if

ten as possible within topical

tions also provide oppor-

you feel that more appropri-

discussions and investigative

tunities to state reasons for

ate language could be used

meetings, gatherings or ses-

groupings, labels, sequences

to express the responder’s

sions. Redirecting questions

and classifications.

comment, opinion or idea.

gain a variety of responses

Applying clarifying questions

from different employees.

is an excellent way to build

Two ways to redirect thinking

Questions – Verification is

vocabulary. Appropriate clar-

about something are to ask,

especially critical in recalling

ification questions help your

“What is another (way, thing,

pieces of data, information

employees define words and

idea, etc.) that we can bring

or concepts. Verification is

bring meaning to their ideas.

to light to discuss about

gathered both as part of the

Most miscommunication and

this?” and, “Can someone

primary material covered, as

misunderstanding is caused

else offer another idea or

well as outside of it, in the

by not clarifying your words,

insight on this topic?”

form of past experiences,

2. Clarifying Questions –

7. Recall & Verification

thoughts, concepts or ideas

authorities, principles

accurately and appropriately.

and generalizations.

P20 CANVAS January 2012

Verifying through experiences, authorities, principles and generalizations further extends an employee’s investigative skills by building additional evidence to support facts. When discussing specific facts of a particular concept or principle, ask several kinds of verifying questions, so that your employees become more enlightened by their understanding of the facts.

For example, the following may be a simple series of verification questions: You: “How do you know ____?”

Your employee: “Because I ____.”

Your follow up: “Where did you find that information?”

When questioning to promote creative and critical thinking, it’s important to use your employees’ responses to guide subsequent questions within discussions and dialogues.

CANVAS P21

You Were Saying?

It may be a good policy – at least initially – to tape and transcribe at least a fiveor 10-minute interactive questionand-answer process.

By providing your employees the opportunity to practice observing and recalling, they will better understand the thinking skills and become more aware of the types of questions they must ask themselves when encountering situations that call for gathering and retaining information.

Situations that require the observing-thinking skill must be real and representational, while situations that require the recalling-thinking skill must include questions with words that cue recollection. At first, this may seem unnecessary or unimportant, but by using cue words, you help your employees understand how they gathered the topical content.

It also enables your employees to provide sound, verifiable evidence. For example, if you say: “Tell me about the work task you did yesterday,” your employees can say how they felt about it, or talk about other tasks or assignments they liked. Further, by using the “cues” for recall – “What do you recall about your last assignment

P22 CANVAS January 2012

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You Were Saying?

Situations that require the observing-thinking skill must be real and representational, while situations that require the recalling-thinking skill must include questions with words that cue recollection.

in terms of its importance?” – your employees are

For more information

lems that may have surfaced when conducting a

Seven styles of questioning that

particular instructional session or meeting discussion

can help you sharpen your critical

with your employees. It may be a good policy – at

thinking skills is an excerpt from

least initially – to tape and transcribe at least a five- or

the “Effective Questioning in the

10-minute interactive question-and-answer process.

Workplace: Pinpoint Leadership

Next, you could have another one of your supervisors

Skill Development Training Series,”

or peers critique the session and suggest ways to im-

which is available through the

prove upon the question-and-answer process.

Majorium Business Press.

more apt to speak directly to the details of the assignment and/or associated tasks.

There may come a time when you discover prob-

There are specific things you should listen for, including the types and sequence of questions

For more information, visit

that promote employee responses and thinking,

www.majoriumbusinesspress.com

and how to better utilize the responses. Another

or www.myprgenie.com/company-

important thing to listen for is pauses that occur

profile/majorium-business-press.

during the “wait time” and the amount of time that passes between questions and responses.

About the Author Timothy F. Bednarz, Ph.D., is a researcher, consultant, entrepreneur and author, whose latest book is titled, “Great! What Makes Leaders Great, What They Did, How They Did It and What You Can Learn From It.” He also is publisher of Majorium Business Press and CEO of Majorium, both of which are located in Stevens Point, Wis. You can reach him at 715-342-1018 or at timothy.bednarz@majorium.com.

P24 CANVAS January 2012

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The RICOH Pro C751

The RICOH Pro C751

The RICOH Pro C751

The RICOH Pro C751

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