Empowering Marketing Service Providers
June 2012
Lights, Camera, Action! 2012 People to Watch: See who made our list
Sales the Easy Way Planning for Success Activity is Not Progress
Publisher mark potter > mpotter@thecanvasmag.com
Just because you feel busy in a sales call doesn’t mean you’re getting anything done.
marketing manager brandon clark > brandon@thecanvasmag.com
MANAGING EDITOR
michael j. pallerino > michael@thecanvasmag.com
ART DIRECTOR brent cashman
CONTRIBUTORS
pat alacqua, linda bishop, 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
June 2012
DEPARTMENTS P2
P12
Be Cool
Here comes the sun Globalsoft Digital Solutions continues sustainability efforts with solar panels at HQ
Publisher’s Thoughts
People News
P4
Put Me In Coach! I’m Ready to Sell
Business Cards 2.0 Shawmut and u-connect launch mobile site that links to employee business cards
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Tools and Techniques to Succeed with Inbound Marketing @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 3. 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.
Heading to Des Moines Omaha Print’s acquisition of Holm Graphic Services will lead company to Iowa market
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All aboard CANVAS’ Mark Potter among new directors added to EDSF board
The Corner Office Business Insights: Digital Leaders Support Sales Differently
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Communicating: Everyone Is in Sales, right?
Product Spotlight
Marketing Insights: Text me
MSP – A Resource Guide from CANVAS
Put it where they can see it, people
Book Recommendation
The Mohawk Product Selector
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Social media to the rescue
The Social Animal
Why the C-suite (now) loves social media Oh very young... And digital shall lead them
FEATURES P16
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Your guide to selling smarter and more successfully
How to master the art of building your business
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2012 People to Watch: See who made our list
Five lessons that will help you get the most out of each sales call
Sales the Easy Way
Planning for Success
Lights, Camera, Action!
Activity is Not Progress
CANVAS P1
Be Cool
I
In a world dominated by a “look at me” mentality, being cool has become a commodity. That’s why reality shows are the norm. It seems anyone can put their mug on YouTube and stake a claim on being famous. The competition for attention seems to be set at a furious pace. The combination of immediate gratification, grandstanding and chest pounding makes me yearn for
something else. In a world of reality TV, there just seems to be a lack of reality. It’s almost as if we’ve turned our lives into an ongoing sitcom. “Hey, I just ordered a pizza. I should let the world know.” Or,
“My kids have to be the cutest in the entire world. I’d better put them on YouTube for everyone to see.”
Publisher’s thoughts
Okay, it’s ironic that I mention this in my personal column. This stuff is getting old. Our culture is addicted to self-promotion, yet statistics show depression
affects one in 10 U.S. adults. Millionaire athletes are squandering their money, committing suicide and destroying their families. Some famous actors become more famous when they hit rock bottom and find themselves in rehab. The American definition of success has been rooted in money and selfishness, and yet I don’t get a sense those things guarantee happiness. As I’ve grown older, connected with more people and experienced more, I find I’m at my best when I’m serving others. Don’t get me wrong, I’m no saint. I’m just as distracted by cash as the next person,
In a world of reality TV, there just seems to be a lack of reality. It’s almost as if we’ve turned our lives into an ongoing sitcom. and certainly need it as an enabling resource. But I’m happiest when the focus is off me and onto people I care about. So, my hope is that we’ll all grow really tired of the “me first” stuff and realize that five-minute fame or stockpiling Benjamins simply is not cool. What’s cool is being good to others and trying to make a difference in their lives. Our annual “People to Watch” feature highlights people who are doing just that. These are not individuals who want attention for attention’s sake. They’re either building businesses or running organizations based on purpose. We’re proud to have them as a part of our community, and we’re excited to share a little of their insights. In addition, we have an outstanding article from my friend, Pat Alacqua, on execution. Pat delves into what it takes to get stuff done in this unique environment. The article reminds us that purpose-driven accomplishment, along with serving others, is cool. Maybe I should post that on Twitter. Enjoy the issue. Warmest regards,
Mark Potter Publisher Twitter @markricepotter
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CANVAS June 2012
human capital
I
Put Me In Coach! I’m Ready to Sell
By Craig McConnell
I’m dating myself by taking liberties with lyrics from a John Fogerty song (“Centerfield”, circa 1985). But let’s not fool ourselves, selling is a contact sport that, sadly, too many people enter the game unprepared and for the wrong reasons. Here’s a question for owners and sales manag-
With pricing continuing to “make no sense,” and margins being
ers: On a day-in, day-out basis, how productive
tougher and tougher to maintain, owners and sales managers are
is your sales force, really? How much contact do
spread so thin that effective, hands-on sales management is non-
they really have with your customers – current
existent. There is no one with the time to coach, train, mentor and
and potential?
hold accountable.
What I’m concerned about is that all too often,
In all too many situations, the creation of a true sales career
senior management across all segments of the
path and consistent coaching is an afterthought, or merely a tool
graphic arts industry has an inflated, unrealistic opin-
provided to the “newbie” and underperformers.
ion of the competency of their
If you’re not using coaching to support your sales
sales team. This potentially has
team, you’re preventing them from reaching their
disastrous long-term results. The perpetuation of sales force mediocrity can be tied to many things, including bad hires, no written goals, a
lack
of
accountability
and a refusal to make the hard decisions. But there is one thing that’s certain: for small- and mid-sized printing companies, the risk of allowing your sales team to morph into mediocrity and become the most underutilized resource in your company will create a
culture
that
nurtures
underperformance – across all departments.
If you’re not using coaching to support your sales team, you’re preventing them from reaching their potential – personally and professionally.
potential – personally and professionally. You’re also preventing them from creating new solutions to old problems; and, most importantly, from driving positive corporate change as leaders of your organization. If you aren’t asking them the hard questions, making them do the things they don’t enjoy, and forcing them to improve the areas where they’re weak, you’re at risk of falling into the trap of sales mediocrity. If you were to put 100 graphic arts salespeople in a room, the actual breakdown relative to skill sets would be as follows (below). For this column, I’m calling a salesperson who has any of the following titles on their business card: account executive, sales professional, sales rep, sales executive, results manager, customer specialist, business development officer, sales engineer, solutions analyst, sales consultant, Ninja selling pro, new business development specialist, etc.
Sales Professionals
Wannabees
Sales/Customer Service
Development Team
Only 20 percent will be true
Twenty percent will have no
Thirty-five percent are “place
The final 25 percent are solid
sales professionals, i.e., they
business being in sales at
holders.” They usually will
performers, who, with the
know how to develop new
all – period.
cover their draw, are going
right motivation, a break or
business, grow revenue with
to provide excellent service
two and ongoing training,
existing clients and maxi-
to their existing clients, will
will become “Pros.” They are
mize margins (live to sell
follow up on a lead if it’s sent
the future of your company.
versus just selling to live).
their way, but are out of their comfort zones when it comes to developing new business.
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CANVAS June 2012
Did you ever wonder how many hours professional athletes prac-
Custom Success Profile
tice in their lifetimes? Ever wonder why Michael Phelps has a coach
Do you really know what makes your sales
to help him with his breaststroke? Why Dirk Nowitzki has a jump
team successful?
shot coach? Or Rafael Nadel has a backhand coach? It’s certainly not because they’re underperformers or wannabees. It’s to support
Do you have an inventory of their strengths
exceptional performance in the quest for constant improvement.
and weaknesses?
There is a fascinating book that I encourage you to add to your sales library: “Outliers,” by Malcolm Gladwell, who also wrote the
Do you have a “custom success profile” of your
book “Blink.” Early on, Gladwell quotes neurologist Dr. Daniel Levi-
top producers to use as a barometer for future
tin: “Ten thousand hours of practice is required to achieve the level
hires, and as a developmental road map for the
of mastery associated with being a world class expert – in anything.
rest of your team?
In study after study of composers, basketball players, fiction writers, ice skaters, chess players, composers, concert pianist, master crimi-
Do you know how the sales professionals on
nals, and what have you, this number comes up again and again.”
your team actually compare to your wannabees
Gladwell goes on to give other examples: Bill Gates, Steve Jobs
when it comes to organizational skills, recogni-
and The Beatles. He shares this observation from John Lennon: “It
tion needs, imagination, sensitivity, social needs,
was fascinating, the more we practiced, the better we got.”
competitiveness, assertiveness, probing levels,
How many hours of practice do you think the average printing
tension and flexibility?
salesperson has committed to his craft? How many hours of coaching has he received? Are any of you even close to approaching 10,000 hours?
You should. The short- and long-term financial health of your company depends on it.
Craig McConnell is president and CEO of PrintGrowPro Inc. (www.printgrowpro.com). For more information, you can reach him at 314-753-2802 or email him at craig@printgrowpro.com.
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Mobile media
I
Tools and Techniques to Succeed with Inbound Marketing
By John Foley
In my last couple of articles, I’ve provided an overview on what inbound marketing is and why it’s important to your business. Here, I’d like to discuss some of the specific tools and techniques that can help you succeed with your inbound marketing efforts. Your Blog
Remember, information is power, and you need the information
When you set inbound marketing into motion,
to know what’s working and what’s not.
you’ll find the strategy thrives on consistency. The most powerful tool in your arsenal is the blog
Social Networking Platforms
on your company’s website. You control how
A bit overwhelmed by all the social media platforms out there?
much information you disseminate, what infor-
Start with two, say Twitter and Facebook. Or maybe LinkedIn and
mation you provide and how often you distribute
YouTube. But start with two and build from there.
it. Ideally, your blog should consist of multiple
Don’t assume more is better. Use as many social media profiles
short (not too short) articles on relevant topics
as you can maintain. And while your social media goal may be to
that help make you an authority in your field.
promote your brand and distribute content, don’t forget that these
Your goal is two-fold: get people to see you as
platforms are interactive. They invite conversation with visitors.
an expert and get others to link to your material.
Don’t lose sight of that.
Search Engine Optimization
The Online Marketing Audit
Search Engine Optimization (SEO) is an integral part
You have a business to run. But even if you use tools to automate
of inbound marketing. You don’t have to become
as much content as possible, schedule regular “check ups” on each
an expert in SEO yourself, but you must know the
platform to make sure there isn’t a question or comment lingering.
right keywords and how to use them effectively. The goal is to increase your search rank. You want to be on the first page of a Google search, which brings results when internet users search for your keywords. The great thing about SEO is that
Remember, information is power, and you need the information to know what’s working and what’s not.
it can be tweaked to help your visibility. Over time, you’ll be able to determine what
Also, the technology behind online marketing can change quite
keywords will bring visitors to your site. And you’ll
frequently, and at a faster pace, than traditional media. Thus,
be able to track links leading to your site.
having an online marketing audit conducted regularly may help
You also can track links from within your site.
alert you to new features that help promote your business.
Perhaps your current blog has a hyperlink to an older you can use a tool that will allow you to shorten the
Integrating Inbound Marketing into Your Sales Process
link and see the traffic reports on that URL. For exam-
The reality is that visitors are not customers. It’s up to you to turn them
ple, we use ilnk.me and get a special shortened URL.
into customers. As you integrate the SEO aspect with the content and
post on related material. Instead of using a direct link,
the social media visibility, you’ll find you’ll get those visitors. To turn them into customers, you must cultivate them into leads. John P. Foley, Jr., is CEO
Content also can play a big role in that. Your company should have
and CMO of Grow Socially
a stash of content on hand to support the sales team during each
(www.growsocially.com).
step in the buying cycle.
For more information, call John at 800-948-0113 or email him at support@growsocially.com.
Whether you’re trying to convert a visitor into an inquiry, an inquiry into a lead or a lead into a sale, you’ll need specific content to help move people through each step. By doing that, you’ll be working to ensure that your inbound marketing efforts prove to be a success.
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CANVAS June 2012
mohawkconnects.com
Business Insights
Digital Leaders Support Sales Differently
T
By Howie Fenton, NAPL
he NAPL 2012 Digital Services Study – our second research project on digital services and our fourth white paper on the topic – examines the fastest growing digital services, the infrastructure required for digital services success, and what digital services leaders do differently.
Ever since we published the first study in 2007,
the first question people ask is, “Are you just look-
leaders use team selling, while less than half (46.8 percent) of other companies do so.
ing at larger companies?” The answer is no. Nearly
And leaders have found that pairing a salesperson with a techni-
30 percent of the respondents to our most recent
cal or marketing expert, or someone from the executive team, works.
(2011) survey had annual sales of $2 million or less,
More than three-quarters (76.5 percent) say the team selling process is
and more than half had sales of $5 million or less. Along with the growth in digital services, the report talks about the decline in demand for traditional services, such as lithography and mailing. For example, mailing, which used to occupy the No. 2 spot, has dropped to No. 6, while four-color-plus
litho
has
fallen
completely out of the top six (it came in at No. 10, selected by just 17 percent in 2011).
very effective, and the remaining 23.5 percent say it is
While most companies offer digital training to their staff, leaders also help overcome some of the difficulty traditional sales reps have when selling digital services.
By contrast, categories not consid-
somewhat effective. These subject matter experts may have expertise in variable-data printing, website design, search engine optimization, large-format printing or marketing strategies. The team sale typically starts when the salesperson with the relationship and the SME meet with the customer to discuss the company’s business objectives and brainstorm possible solutions. When done well, this leads to more in-depth and specific conversations that nurture the opportunity, and ultimately close the deal. The SME also may
ered very important in 2006 – web-to-print, 1:1/
serve as a liaison with production to help ensure the success of the
cross media, and database services – have risen
job. But our research also shows that some steps must be taken –
to three of the top six spots in terms of demand,
and hurdles overcome – to make team-selling work. Among them:
while services expected to grow the fastest include
•U pgrading skills – Both the SME and the salesperson must
variable-data printing, web-to-print, static digital
learn from each other. If either does not learn the value of the
printing and 1:1/cross-media.
solution, the leads and closings will remain low. • Avoiding sales rep complacency – The salesperson may
Digital Leaders One of the main goals of the latest study was
know there is an expert available and prequalify prospects. • Ensuring consistent messaging – If the SME and the
to identify how digital services leaders are able
salesperson don’t prepare and rehearse their pitch, they can
to outperform the rest of the industry. Many
contradict each other.
reasons are discussed in the 50-page report, but one that is particularly relevant to CANVAS readers is leaders’ sales strategy.
In addition to team selling, digital services leaders also place greater emphasis on hiring to staff for digital services – including hiring from
For example, while most companies offer digi-
outside the industry, cultivating IT skills and automating their workflow.
tal training to their staff, leaders also help over-
To learn more about digital services leaders, listen to the free NAPL
come some of the difficulty traditional sales reps
NewsTalk Live!. You can find it at www.napl.org/NewsTalkLive. Or read
have when selling digital services by supporting
the NAPL 2012 Digital Services Study, available for a limited time only
their salespeople with subject matter experts
for just $74 (regular price $99) by going to www.napl.org and selecting
– or SMEs. Nearly two-thirds (65.4 percent) of
“NAPL Store.”
Howie Fenton is a consultant with NAPL focusing on resolving production concerns and issues between sales and production staffs, and helping companies improve quality and turnaround times, and selling more value-added digital services. To contact Howie, call 800-642-6275, ext. 6328, or email hfenton@napl.org.
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CANVAS June 2012
Communicating
Everyone Is in Sales, right?
By Ryan T. Sauers
Editor’s Note: When your columnist tells you he has just written a book on sales, you just cannot wait to give it a read. So, that’s what we did. We also thought we’d ask him to take us inside his thinking. So, we did that, too. Here’s an inside look at Ryan Sauers’ new book, “Everyone Is in Sales.” It has been said, “Everybody has a little bit of
real life stories that illustrate how social media and
salesperson in them.” Is that what the title suggests?
the real world intersect, and how all the communica-
Yes, the title was chosen to drive home the book’s philosophy.
tions tools available to us are just that – tools – that
Everyone does have some “sales” in them. But this book defines
enable us to better communicate our message.
sales in a new way, which is an early twist in the book. It quickly reframes the word “sales” to being communications. The book is
Why do you think companies
beneficial to the traditional salesperson, but equally, if not more
across the board will enjoy this book?
helpful to the person who has not been in “traditional sales.” Those
After spending nearly 20 years leading companies, a
are the ones who make up much of today’s printing industry.
lot of my thought process developed from my experiences. The book will help people see the concept of
Does this book cover the traits every good salesperson should have?
sales/communications in a new way by bridging the
It works to explain that “Everyone Is in Sales” is more than a “catchy”
world of traditional communications (printing) with
title, gimmick or shortcut to successful sales. Can such success be achieved through some form of sales training?
Where can you get a copy?
I suppose. But my research finds that most people have no desire to engage in such gimmicky behavior. When I explain what sales is all about, people are inclined to embrace sales in a new way. They realize, “I am in sales.” This is a game changer for the printing industry. The traits I focus on are a person’s being, i.e., is he genuine, authentic, caring, consistent and honest? I also focus on whether he is
“Everyone Is in Sales” is available through Amazon www.everyoneinsales.com (print or Kindle version) and at the Printing Industries of America bookstore (discount for members) www.printing.org/whatsnew
a good listener and overall communicator, a dedicated and continual learner, and a person of the highest integrity and ethics.
newer communications (social media). It blends solid academic theory with practical real world experience
What are three things you want readers to take away from the book?
in a way that the readers get the best of both worlds.
There are many key parts to the book. The first section reframes the
Many of the companies I consult with have used this
concept of sales to communications. Sales, when done well, are simply
book as a way to get their employees to think in a
a more developed level of communications – with an “s.” The book
new way. This has proved to be quite successful in
explains the difference in one-way (singular) communication, and
the printing and graphics related industries.
focuses on two-way communications (plural). For meaningful communications to occur, a dialogue – not a monologue – must occur. Talk with
What do you want every reader to know?
someone, not at them. That’s a real conversation. This is the premise on
That I want to challenge him to think in new ways.
which social media is built (conversation and dialogue).
Some say we should think outside the box. But my
The second concept is the adaptive communications model, which,
challenge is for companies to break the box in their
grounded in research, is highly valuable, yet simple to understand. It
thinking. While business is tough, and sales are hard
helps the readers understand various aspects of the human personal-
to come by, the best companies figure it out. The
ity and explains how they prefer to communicate. It provides us with
printing industry is reinventing itself, and the best
tangible ways to better understand others, and helps us become more
and most innovative ones will prosper in the years
effective in communicating our message.
ahead. In contrast, those who remain stuck in the
The third component is that we live in a rapidly changing world, which means integrated communications are more important than ever. I offer
past, and continue to do things the way they always have, will decline. Thus the choice is theirs to make.
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
Marketing Insights
Text me 5 ways to improve your mobile email messages now
Put it where they can see it, people Attention all web advertisers: According to a “cVE Charter Study” from ComScore, a large number of ad campaigns aren’t going to plan, while the quality of ad delivery varies greatly. The study, which involved online ad campaigns for 12 national adver-
Recent studies by agencies such as Steel
tisers, evaluated the effectiveness of ad
and Knotice show that more consumers
delivery based on how and where the ads
are responding to mobile email messages
were placed, including whether or not they
(see “Oh very young,” page 11). So,
were in-view, to the target audience, in a
how can you text your way to market-
brand friendly environment and free from
ing success? The digital agency Steel
fraud. The study showed that 31 percent
shows you how.
of ads were not in-view, meaning the audience never saw the ads; 37 percent of ads
1. Make it short – Reduce the number of
delivered reached audiences with known
categories, sub-headings, links and images.
interests relative to their brand; 72 percent of the campaigns felt their ads were being delivered alongside objectionable content; and 16 percent were delivered to
2. Make it obvious – Limit your calls to
non-human targets from the IAB spiders and bots list.
action and use a small number of obvious call-to-actions, ensuring clickable areas are no bigger than a fingertip (44x44 pixels). 3. Make it clear – Create a clear headline followed by secondary messaging, and keep it as brief as possible. 4. Make it stand out – Use capitals in titles to distinguish text and content areas. 5. Make it simple – Stick to one or two columns. If using more than one column, center the text in each one to maximize the visual space between them and improve legibility.
That’s what he said … Email marketing has been around for a long time, so it might not have the same sizzle as newer, hotter marketing channels. But don’t confuse lack of flash with lack of effectiveness. Consumers are more open to email messaging than most other digital marketing, and it still gets results. – David Hallerman, eMarketer principal analyst and author of “The Lessons of Email: Using Digital Touchpoints for Customer Loyalty,” on how email marketing is a lesson in loyalty creation
Social media to the rescue Social media is on a roll. Advertis-
media-buying platform, up 32 percent
most-targeted device in ad campaigns
ing on social media is primed to over-
over the past year and a close second
for eight straight quarters, while devices
take online display advertising as the
to online display’s 71 percent. The study
powered by Google’s Android OS
No. 1 source of digital media planning
also showed that mobile advertising
were No. 2, and Apple’s iPad was No.
and buying, according to a survey by
is gaining steam. The medium now is
3. The online poll was conducted Janu-
media management company Strata
viewed as the No. 1 source of digital
ary through March with more than 90
Marketing. The report found that 69
buying among 30 percent of the report’s
advertising agencies that processed
percent consider social their dominant
respondents. Apple’s iPhone was the
$50 billion in media buys.
The percent that digital advertising revenue increased in 2011, reaching a record $31 billion, according to a recent report by Price Waterhouse Coopers. The surge was driven by strong growth in the search and display sectors.
P10 CANVAS June 2012
Why the C-suite (now) loves social media The percent of LinkedIn’s visitor-to-leadconversion rate for B2B companies, according to a recent HubSpot study. The numbers rank LinkedIn’s rate significantly higher than Twitter (.67 percent) and seven times larger than Facebook (.39 percent)
And digital shall lead them Digital advertising may finally be getting
Look who loves social media. According to a recent PulsePoint Group/Economist Intelligence Unit poll, a large majority of top executives say they’re convinced that social media campaigns are delivering a tangible return on the investment their companies made. Of those polled, 84 percent said their social media efforts improved marketing and sales, while 81 percent said an increase in marketshare could be attributed to their social media campaigns. Almost seven in 10 respondents said they had seen a spike in their sales by letting customers talk about their brands on social media platforms, even when the dialogue was negative. In addition, nearly half said the major impediment to social media campaigns was the lack of a standardized metric that can measure a return on investment.
Of those polled,
84 percent said their social media efforts improved marketing and sales.
Oh very young…
its due, as agencies of all types continue
Young consumers + mobile devices
to dial up digital to get their messages
= more read emails. According to
out there. According to a recent study by
a report by digital agency Steel, 55
Ad Age DataCenter, advertising agencies
percent of consumers ages 18-to-
earned 30.3 percent of their total revenues
34 read marketing emails, prompt-
from digital campaigns in 2011, an increase
ing many marketers to not only tailor
of 28 percent over 2010. The study showed
their messages to mobile readers, but
that digital ads racked up $10.1 billion,
simplify them as well. Steel’s report
an increase of 16.4 percent from the year
found that almost 40 percent of those
before, with specialized search, and social
who read emails on their mobile
and mobile agencies cornering about 60
devices said they did so if the subject
percent of total digital spending.
line sounded interesting.
That’s what he said… With devices becoming more and more personal and intimate, their utility is becoming more interwoven into our lives and how we process the world. Advertising, in many respects, has become a part of the environment, and has remained great at being present, but not providing true value. The greatest opportunity in advertising today is changing that. – Kiip.me founder Brian Wong in Forbes magazine on why advertisers should stop fretting so much about metrics such as click throughs and impressions
CANVAS P11
People News Here comes the sun
Globalsoft Digital Solutions continues sustainability efforts with solar panels at HQ
Christopher Petro says it’s all about the culture. So, when the president and CEO of GlobalSoft Digital Solutions tasked his company to embrace the green movement, they met the challenge head on.
headquarters in Mahwah, N.J. The $1 million-plus system, to be subsidized by New Jersey’s Clean Energy Program, will provide GlobalSoft with 30 percent to 50 percent of its energy, depending on the time of the year. Petro expects the panels to provide payback within a few years. The panel installation is an extension of the company’s sustainability practice, which includes cardboard/paper waste recycling, high efficiency/green lighting, and proximity control of energy and lighting throughout the facility. “It’s a culture” Petro says. “Everyone in our organization has joined our corporate efforts to make sustainability viable for us. Without the commitment of our people, sustainability doesn’t work. To me, that’s action, responsibility and commitment to the environment.” The project is expected to commence at the end of May.
Shawmut and u-connect launch mobile site that links to employee business cards
So, how do you take advantage of the fact
That’s why the international leading digital company is installing a state-of-the-art solar system on the roof of its U.S.
Business Cards 2.0
“Everyone in our organization has joined our corporate efforts to make sustainability viable for us. Without the commitment of our people, sustainability doesn’t work.”
that your clients and prospects heavily
– Christopher Petro, President & CEO, GlobalSoft Digital Solutions
nies plan to create individual sites for
depend on the digital and mobile world they live in? Shawmut and u-connect, sister companies that work in tandem to integrate print through strategic marketing, launched a mobile site that showcases the advantages of integrating traditional print and today’s technology. The individual sites were developed for employees of the Shawmut and u-connect executive, marketing and sales teams. In addition, both compaemployees of other departments in the coming months. The sites can be visited by scanning a QR Code on the
Heading to Des Moines
employee’s business card or by visiting the desktop version of the sites.
Omaha Print’s acquisition of Holm Graphic Services will lead company to Iowa market
users insight into the background of
With its acquisition of Holm Graphic Services’ customer base, Omaha Print now will
the person who provided them with
being doing business in Des Moines, Iowa. As part of the agreement, Holm’s sole share-
the business card, but also provide
holder, Mary Ann Amundson, will join Omaha Print as Iowa regional director – sales and
company information and links to our
business development. Amundson will utilize Omaha’s manufacturing capabilities for
various social media platforms, includ-
Holm customers (Holm will cease its own production).
ing our company blog,” says Michael
“The mobile sites not only give
The acquisition was aided by the National Association for Printing Leadership
Peluso, Shawmut executive VP and
(NAPL), which has been providing ongoing strategic advice on growth by acquisi-
president of u-connect. “In order to
tion to Omaha Print. NAPL introduced the two parties, and advised on them on the
effectively communicate who we are to
transaction price and structure so that a Letter of Intent could be signed (It was signed
our clients and prospects, we made the
within seven days of the first contact).
decision to take advantage of today’s
“Omaha Print is a great example of a forward thinking company that is positioning itself
technology-based solutions and inte-
for future success and growth,” says John Hyde, senior VP, and head of NAPL’s mergers and
grate them with a traditional business
acquisitions advisory team. “It fully expects to explore further strategic acquisitions in 2012.”
tool – the business card.”
All aboard
CANVAS’ Mark Potter, OfficeMax’s Brian Feutz added to EDSF board CANVAS magazine’s Mark Potter and OfficeMax’s Brian Feutz were added to the board of directors for the Electronic Document Scholarship Foundation (EDSF). The international, non-profit organization is dedicated to developing and providing programs to attract and support students worldwide with their education plans. Potter, founder of Conduit Inc., which publishes CANVAS magazine, and Feutz, the ecommerce technology manager for ImPress – OfficeMax’s print and document solutions division, will join a list of highly respected and Mark Potter
Brian Feutz
well-known industry CEOs, presidents and top executives dedicated to making a difference in the document and graphic communications sector.
To learn more about EDSF, contact executive director Brenda Kai at 817-849-1145 or e-mail her at brenda.kai@edsf.org. For more information, visit www.edsf.org.
P12 CANVAS June 2012
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»» Product Spotlight The Mohawk Product Selector The Mohawk Product Selector for paper specification helps
papers into three broad categories based on performance,
simplify its portfolio of premium paper lines from 22 to six,
character and value.
reducing the number of SKUs in half and challenging the way
The Mohawk Collection features a diverse range of its
paper is specified. The selector, which places all of its papers
performance papers for modern print projects, including
in one place, is the first in a wave of tools that Mohawk hopes
Superfine, Loop, Options and Via. The Strathmore Collec-
will be paradigm-shifting.
tion includes papers that have set a standard for innovation since 1895, including a diverse assortment of colors and finishes that honor tradition and embrace technology. The lines include Pure Cotton, Writing and Premium. Mohawk Essentials are the workhorse, everyday papers needed to get the job done. The lines include Carnival, BriteHue, Skytone, 50/10, Opaque, Color Copy, Everyday Digital and Specialty Digital. The announcement coincides with other Mohawk initiatives, including a new web site, a new brand and a new promotion program. For more information, visit MohawkConnects.com. Mohawk has streamlined its product portfolio by merging brands and eliminating redundant colors. A new specification tool, at left, designed and engineered for Mohawk by Michael McGinn Design Office,
Designed and engineered by Michael McGinn Design
makes it easier for customers to choose Mohawk. The New
Office using the brand designed by Pentagram, the selector
Mohawk product selector is the first in the series for print-
opens to three accordion fold charts, each containing several
ers, designers, and paper specifiers that challenges the tradi-
dozen oversize paper chips. Together, they organize Mohawk
tional paradigm of paper sampling.
MSP – A Resource Guide from CANVAS As the industry continues to adapt, innovate and transform from print centered to marketing services focused, CANVAS has added an important new piece to its repertoire. We are proud to announce a marketing tool that embodies redefinition and prosperity in the new landscape. MSP – A Resource Guide from CANVAS is a compilation of tools and brands that will be at the core of what we all sell. OEMs, page turning software, mobile marketing and printable substrates are just a few of the categories that will define the new breed of MSP. The guide and accompanying mobile app include sections with content relevant to the categories; multiple product spotlights from thought-leading suppliers and a company directory. Each spotlight includes a QR code and all relevant contact info. MSP is the first and only resource dedicated to the MSP professional. With CANVAS providing the stories and insights that make us think, MSP puts the answers at your fingertips. This resource guide will connect you directly to the suppliers and products that will be part of an MSP’s offering. In turn, we will provide these answers in three forms: the printed version, a dedicated website (www.thecanvasmag.com/MSP), and coming this summer, our new mobile App. As an MSP, you will need to sell everything from print, to ad specialty items, to software as a service. Ironically, the definition of your business will no longer be based on products. It will be based on the markets you serve and who you stand for. Once you have that following, you will need to sell them everything under the sun. The only missing piece is where to find the answers. CANVAS is happy to complete the puzzle for you.
P14 CANVAS June 2012
Sales the Easy Way
C
hallenging. Fun. Frustrating. Difficult. Easy. Creative. Boring. Simple. Complex. Selling is all that, and more. No matter how
good you are, you can’t close every deal. And even when you think you performed badly, you sometimes get lucky.
Your guide to selling smarter and more successfully
To succeed, you have to act and take chances. G. Clotaire Rapaille, a marketing
P16 CANVAS June 2012
and sales guru who holds master’s degrees in political science and psychology, and a doctorate in medical anthropology, calls successful salespeople “happy losers.” They are those who aren’t afraid to fail. We make mistakes, learn from them, and strive to master new skills. Since the beginning of the year, there are many areas where you’ve improved. Take a moment to acknowledge success, and then consider where better skills would lead to increased sales. Jot down one or two areas you’d like to
By Linda Bishop
improve. Following is your guide to smarter, successful sales.
12 tips to get more meetings By averaging one more customer meeting every week, you’d see a substantial increase in sales. Which of these 12 tips can you apply and make happen? 1. C all early – Try calling between 8 a.m. and 8:15 a.m. Most
9. Do your research – Use social media tools like
people should be at their desks instead of in meetings. Early
LinkedIn to research the people you’re calling
in the day, they most likely haven’t been swamped by the day’s
before you pick up the phone. 10. Introduce yourself first – Before you make
tsunami of incoming emails and calls. 2. Call late – People respect salespeople with a strong work ethic, and who still are pressing forward at 4:50 p.m. 3. Call often – If you want to reach people, call them a lot. Don’t quit until you’ve called eight to 12 times. 4. Be intelligently persistent – Leave smart messages to let
that first call, send a letter to introduce yourself. Be sure to include your business card. The right letter might prompt them to call you. 11. Follow up – After you leave a message,
your prospects and customers know why it’s in their best
follow up with an email. It reinforces your
interest to return your call.
phone call.
5. B e clear – Always state your phone number twice at the end
12. Sit up straight – This is scientifical. In the
of your message. Speak slowly so that the person can easily
May/June 2011 issue of Scientific American
write down all your information.
Mind, the article “Stop Slouching – Good
6. L isten to the newscasters – They speak at about 150 to 175
posture boosts self-esteem,” by Harvey
words per minute. At this speed, you’ll speak fast enough to
Black, reported that researchers found
hold somebody’s attention, and slow enough that he’ll be
college students who sat up straight with
able to follow the conversation.
their chests out felt more confident than
7. Smile – Say no more.
students who slouched. Since customers
8. Make a list – Create a list of 20 people; set aside an hour, and
equate confidence with competence, you
call them. If you want more meetings, invest more time. If you
may be on to something.
struggle to find an hour a week to make calls, find a better way to manage your time.
October 7-10, 2012 McCormick Place South • Chicago, IL USA
Print Integrated Prepress/Software/Workflow | Offset Presses Digital Presses & Copiers | Wide Format | Package Printing & Converting Consumables & Substrates | Finishing Equipment | Mailing Systems
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Sales the Easy Way
12 ways to great sales calls Making better sales calls will help you get more opportunities – and get them faster. What do you have scheduled? Scan the list for a tip to help improve your outcome. 1. W hat do your customers want? – Focus
5. Tell ‘em you’re the best – At least once during a call, say, “The
on this, not what you want to sell. Discuss
reason we’re better than our competitors is because…” You
your customers’ problems first, not your
must be different in a desirable way. It’s not bragging if it’s true.
products. Once you understand their problems, you can talk knowledgeably about how your company can help. 2. People don’t buy the best – Your customers buy what they perceive is the best value. Ask three to five questions to build a solid understanding of how they define value. Know the benefits they want and what they believe they’re worth. 3. Find their concerns – Complex sales with high degrees of risk require high levels of trust before a deal is struck. Ask upfront: “Do you have any concerns?” 4. Lead with your best – When you talk to your customers, find ways to reduce their concerns about risk. Tell success stories. Provide testimonials. Give guarantees.
6. Sell benefits, not features – Jot your benefits down on a list and read them before you make a sales call. 7. Be direct – This helps determine if your customer is ready to move forward in the sales cycle. Ask yes or no questions. 8. Make them like you – Find a reason to like and admire prospects and customers, and vice-versa. If you don’t like someone, you won’t be able to hide it. 9. P ay attention to body language – Check yours frequently. Is it congruent with the impression you want to make? If not, adjust. 10. Stay focused on the conversation – Listen and nod your head to confirm you’re paying attention. 11. Don’t interrupt – Simple to say, hard to do. When the urge to interrupt strikes, take a breath and keep listening. If your mouth opens with anticipation to speak, shut it until the customer finishes talking. 12. Sum it all up – When the call is over, give a wrap up of what you discussed. State what you can do to solve the customer’s problem, and ask for another appointment.
Usually, the fastest route to a sale is to find a pain point and eliminate it for your customer. Improve your diagnosis skills and you will generate more revenues.
Five tips to identify pain Usually, the fastest route to a sale is to find a pain point and eliminate it for your customer. Improve your diagnosis skills and you will generate more revenues. 1. Focus on real pain, not petty annoyances – Customers won’t bother to change simply because something annoys them. They act as if they have to deal with a problem every day, and it stops them from reaching their goals. 2. Find who’s in charge – Be sure the person
3. Show some urgency – Know why it’s urgent to solve the problem. If it’s not urgent, why should the customer buy today? 4. Get the facts – Ask three to five open-ended questions in order to get a better understanding of your customer’s pain. Before you can offer the cure, you must find the problem. 5. F ind their fears – Customers most often act on a proposal
who recognizes the pain has the authority
because they fear the current situation is deteriorating and
to make the purchase. Simply ask, “If you
could get worse. Ask, “If this continues to happen, what are
wanted to buy my solution, who would be
the implications for you?” This will help persuade them to
involved?”
make changes.
P18 CANVAS June 2012
How to find out if your customer loves you
Three tips to a better close
As a consultant, one of my most popular training sessions was “Turn
You nailed down the meeting. You have the
Satisfied Clients into Loyal Ones.” We all know that loyal clients buy
opportunity. Now it’s time to close the deal.
more, are less likely to be wooed by your competitors, and are
1. If it’s a big deal, go in person to close the sale.
willing to pay a higher price because they understand your value.
2. Remind potential customers of your value
What does your customer feel about you? Here’s a chart that can help you make an assessment.
when you close. For example, tell them: “With our standard operating procedures in place,
Yes
No
Do you get the majority of the business? Are you the first person called when the client needs information? Has your customer introduced you to his boss?
you won’t have to worry about quality issues.” Then ask for the order. 3. If you want to be absolutely certain to talk to the customer before he makes a decision, schedule a meeting for a closing conversation. In a sales cycle, there are hundreds of moving parts. By focusing on making the gears turn more
Will he schedule an appointment to meet with you whenever you ask?
smoothly in one area, you improve and sell more.
Does he confide in you about what’s going on in his organization?
forward and continually improve.
Has he voluntarily told you what it would take to get more business? Does he buy from you when your price is reasonably higher than the competition? If you checked “yes” after every question, congratulations. You have a loyal customer. If you answered “no” to several questions, how can you build a stronger relationship and create loyalty?
We’re going to fail. The key to success is to fail
Lights, Camera, Action! 2012 People to Watch: See who made our list
E
ntrepreneurial. Inspiring. Dynamic. These are the traits that help define leadership. Leaders are the ones who help set direction, create inspirational visions, and develop roadmaps for people and organizations to follow. On the following
“ A leader is the one who knows the way, goes the way, and shows the way.” – John C. Maxwell
pages are some of the best and brightest minds in our industry – leaders who continue to make a difference in the people, companies and associations they touch. Following is a snapshot into the personal and professional philosophies that drive – and inspire – each of them.
P20 CANVAS June 2012
n o s n i k w a H c i r E
Founding Executive Director Dscoop
Eric Hawkinson is the founding executive director for Dscoop, a position he has held since 2005. On a day-to-day basis, Hawkinson partners with the Dscoop Board of Directors to establish the organization as the premier HP Graphic Arts user group in the world. By developing beneficial, growth-focused services and programs that drive value to current members and convince newcomers to join the user community, Eric has led his team to create a world-class user community. Under his direction, Dscoop has grown to 7,000 members worldwide and hosts annual conferences on three continents that bring more than 3,500 members together.
What keeps you up at night? Asia. Not because of the stress, it’s the time differ-
If you could change one thing about our industry, what would it be?
ence. Dscoop expanded into Asia-Pacific in 2009, and
I’d encourage people to share and communicate the new
ever since, I’ve learned what it’s like to be on planning
and emerging value of print. I come from the digital side,
calls from 10 p.m. to 2 a.m. or board of directors calls
so I see new and incredible solutions every day. This must
at midnight. Add to that two toddlers at home, and my
be communicated to the people who can influence the
nights are always full of excitement.
purchase of print. It’s a necessary medium, and one that can help drive ROI in marketing campaigns. How to do
What’s the most pressing item on your to-do list?
this is a more intriguing question. I strongly believe in the power of networking, sharing and strategic partnerships.
We’re developing a couple of initiatives for our members and partners (solutions providers) that are critical for our
Your three favorite movies of all time.
ongoing success. For our members, we’re working on
“Godfather II,” “The Shawshank Redemption” and
new business development strategies that we believe can
“Schindler’s List”
be implemented throughout the world. For our partners, we’re finalizing a global partner program that will allow
What’s your favorite inspirational quote?
them to participate in three regional conferences in 2012-
“There are two things that I want you to make up your
13, including Barcelona in November, Nashville in Febru-
minds to: first, that you are going to have a good time as
ary, and Beijing in May.
long as you live – I have no use for the sour-faced man – and next, that you are going to do something worthwhile,
What are three traits every leader should have?
that you are going to work hard and do the things you set out to do.” – Theodore Roosevelt
A strong moral character, solid communication skills and inclusiveness of all opinions
What are your core philosophies? Family first; and there is no substitute for hard work
You have one mulligan – how would you use it?
What does your crystal ball say?
I’d major in business or accounting and minor in politi-
There is much work left to be done. The print industry is
cal science. I graduated with a double major in political
a dynamic place to be in, and I’m looking forward to tack-
science and history. Being fascinated by politics, I thought
ling the challenges and opportunities it presents.
they were excellent topics to study, but not so practical in the business world. Upon graduation, I ultimately worked on political campaigns for several years. But to be adequately prepared for a life outside of politics, I needed to take several post-graduate classes in business and accounting, which prepared me for what I do today.
CANVAS P21
2012 People to Watch
Bob Be nnit t Principal Pace Marketing Communications
Coming from a family of printers, Bob Bennitt knows his way around the industry. So, as the industry evolved, so did the family business. In 2006, Pace Lithographers began the transition into what is now Pace Marketing Communications, a direction that opened a number of new doors. Under Bob’s leadership, Pace, as it is referred to today, invested significantly in developing talent, subject matter expertise and the technologies necessary to support its core offerings – print, data, interactive services and fulfillment. Moving his way up the ranks (from president, to shareholder and eventually principal), Bob drove Pace to become experts in several niches, including financial services, health care, higher education, not-for-profit and insurance.
What keeps you up at night? I’ve learned the hard way that I’m lousy at solving prob-
If you could change one thing about our industry, what would it be?
lems while laying awake staring at the dark ceiling in the
I love our business, but I will say that I hear too many
middle of the night. To function at a high level, I need
folks whine about all the changes. Wipe your nose, pull
proper sleep. I do my problem solving by day.
up your socks and stop whining about the good old days. Embrace today and bring it on.
What’s the most pressing item on your to-do list?
Three favorite movies of all time
We’ve invested heavily in developing subject matter
“To Kill a Mockingbird,” “The Dark at the Top of the
expertise and functionality in a number of new offer-
Stairs” and “You Can Count on Me”
ings over the last five years. We’ve also invested in developing our new brand that properly represents our
What’s your favorite, inspirational quote?
evolved identity. It’s important, and fun, that we now
“Quality is anything that can be improved.”
get to articulate and implement these exciting array of solutions at the enterprise level with our clients. We’re
What are your core philosophies?
investing enormously in developing our senior account
Live consciously; learn from every person and every expe-
executives’ skill sets to take advantage of this oppor-
rience, if possible; walk the earth in gentle loving kind-
tunity. This is the most significant development in the
ness; make a positive difference and leave things better
37-year history of our company.
than when you arrived; be fair; have fun; and face my fears
What are three traits every leader should have?
What does your crystal ball say?
Clarity about one’s values – when we are clear about our values, decision-making becomes much easier, a sense of humor and authenticity.
You have one mulligan – how would you use it? I wish I had been better informed early on about the dangers of debt. That would have saved me a lot of grief, and eliminated some unfortunate decisions as a consequence.
P22 CANVAS June 2012
The same thing it has always said, “This is going to be exciting.”
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2012 People to Watch
Lisa Ars enault President McArdle Solutions
Lisa Arsenault unquestionably has been the leading contributor to McArdle’s growth and success over the last 27 years. Wielding a tenaciousness and intense customer focus, she has helped create a culture that demands performance and excellence, and has inspired impressive customer loyalty. As president, Lisa is acutely aware of the need to invest in cutting-edge technology, and the importance of developing new products and services in order to continue to provide solutions for customers spanning a wide spectrum of industries in the region.
What keeps you up at night?
Three favorite movies of all time
How to incorporate the right strategy with the right
“Slumdog Millionaire,” “The Notebook”
services to help our customers grow their business, and
and “The Lion King”
at the same time grow ours.
What’s the most pressing item on your to-do list? Revenue
What’s your favorite, inspirational quote? “You get what you give.” – Maya Angelou
What are your core philosophies? Hard work and determination always wins.
What are three traits every leader should have?
What does your crystal ball say?
Must be innovative, a driver and a great listener
The future of our business is bright, but it will take more creativity, strategy and focus in order to thrive. All we can
You have one mulligan – how would you use it? To go back in time and celebrate the successes we’ve had instead of flying through them.
If you could change one thing about our industry, what would it be? I’d change how other printing companies allowed fear to drive down the real value of what our services are worth, therefore turning us in to a commodity in the eyes of our clients and taking us to a position of the low-cost provider, high-service space that’s impossible to sustain over time.
P24 CANVAS June 2012
count on is change.
Bill Bar ta President & CEO Rider Dickerson After working in the public accounting industry for Coopers & Lybrand, Bill Barta decided to go to work for one of his clients – Rider Dickerson. Originally overseeing all of the company’s accounting and administrative functions, he eventually became a minority partner in the firm, where he began to deal directly with clients. In 2003, he purchased the company from his partner, driving it to nine consecutive years of sales growth. Today, Bill continues to push Rider’s mission to find unique ways to add value for its clients.
What keeps you up at night? The main thing is figuring out how to allocate our
If you could change one thing about our industry, what would it be?
resources to add more value to our clients, which in turn
I believe a huge challenge for our industry is attracting
will help us to grow and prosper.
new and young talented people who want to be in it. I personally don’t see a lot of young people interested in
What’s the most pressing item on your to-do list?
our industry.
Finding new talented people who have the skill set to
Three favorite movies of all time
help us profitably grow our company
“The Godfather,” “The Sting” and “Good Will Hunting”
What are three traits every leader should have?
What’s your favorite, inspirational quote?
Integrity, empathy and courage
– Philippians 4:13
You have one mulligan – how would you use it?
What are your core philosophies?
I don’t like to think about what I would have done differ-
integrity and respect; always find ways to give back and
ently. Hindsight is 20/20, so we can all beat ourselves up
help people less fortunate; take what I do seriously, but
for mistakes we’ve made. I try to make the best decisions
not take myself too seriously; bring more humor and
with the information I have at the time. Sometimes they
laughter into life, which keeps us young and healthy
“I can do all things through Christ who strengthens me.”
A strong faith with God; treat everyone with the utmost
are good decisions, and sometimes they are not. The real key is to learn, and hopefully make more prudent deci-
What does your crystal ball say?
sions going forward.
With all the new technologies and tools available, we
have more opportunity than ever to add value to our clients. I believe that companies that succeed will be flexible and smart enough to adapt to changes in the marketplace. Successful printing companies will partner more with other companies ancillary to our businesses – those that can offer more valuable solutions to our clients.
CANVAS P25
2012 People to Watch
Harald Weimer President Heidelberg Americas
Before climbing the Heidelberg corporate ladder, Harald Weimer started his career with Xerox, where he served as a sales representative and sales manager. He joined Heidelberg in 1998 as a sales manager in Germany, where he eventually took the responsibility as business driver for Digital Printing for Switzerland and Germany. In 2004, he was made head of Region West for the German Sales and Service Unit, which he maintained until moving to Mexico to head up Heidelberg Mexico. This past October, Harald was named president of Heidelberg Americas, moving from Mexico to Atlanta with the responsibility for the United States, Canada and Mexico.
What keeps you up at night?
Three favorite movies of all time
Nothing business related. Sometimes, a good red wine
“Gone With the Wind,” “Pulp Fiction” and “For a Few
with friends keeps me up.
Dollars More”
What’s the most pressing item on your to-do list?
What’s your favorite, inspirational quote?
I’ve met so many customers at the Drupa tradeshow in
– Theodore Roosevelt
“Believe you can and you’re halfway there”
Germany that I want to follow up with them.
What are three traits every leader should have?
What are your core philosophies? I do what I say I will do. I am better as part of a team than alone.
Vision, leadership (especially by example), implementation and follow-up skills
What does your crystal ball say? There is no more “low lying fruit.” There are a lot of
If you could change one thing about our industry, what would it be? The perception by many that we are not a process manufacturing industry. We are. We also need to believe that it’s the equipment and philosophy you adopt that gives you a competitive advantage.
P26 CANVAS June 2012
opportunities for people who are ambitious, passionate and work hard.
2012 People to Watch
i a K a d n Bre Executive Director Electronic Document Scholarship Foundation (EDSF)
Brenda Kai’s mission is pretty straightforward. As executive director of the Electronic Document Scholarship Foundation (EDSF), a post she was promoted to on January 1, 2008, Brenda is responsible for the foundation’s administration, governance, industry development, and award and scholarship programs. Brenda also is charged with strategic planning, marketing and fundraising development, components that help drive EDSF programs. Before joining EDSF in 2007, Brenda was VP of marketing at Docucorp International, a technology company specializing in customer communication management solutions. She also held senior management positions at eCosmetic.com and TIG Insurance Company.
What’s the most pressing item on your to-do list?
Three favorite movies of all time “Young Frankenstein,” “Out of Africa” and “Lord of the Rings”
Finalizing the EDSF 2012 scholarship program. We are working with our selection committee to identify the best and
What’s your favorite, inspirational quote?
brightest young minds wanting a career in our industry, and
“You’ve gotta dance like there’s nobody watching; love
providing much needed funds for their college education.
like you’ll never be hurt; sing like there’s nobody listening; and live like it’s heaven on earth.” – William Purkey
You have one mulligan – how would you use it?
What are your core philosophies?
To make the transition from the corporate world to a non-
Value the dignity of each person – we all bring something
profit earlier. The feeling of really making a difference is
to the table; being good enough – isn’t; and always be
a huge reward.
open to learning something new
What are three traits every leader should have?
What does your crystal ball say?
Honesty. It’s important to tell the truth, even when it’s a
the talented students and aspiring professionals receiv-
difficult situation. Compassion. You must have a sense of
ing financial help today will be running the major compa-
direction and concern for the future of the organization,
nies in our industry in the not too distant future.
and each employee and their families. Sense of humor. You need to be positive, upbeat and optimistic.
If you could change one thing about the industry, what would it be? We feel that a significant change would be re-defining what “print” really means. The term print, with its inherent connection and limitation to mechanically produced documents, is a thing of the past. If we change the paradigm and think of it as encompassing, all the different types of communication and data documents that are capable of electronic or mechanical dissemination and production, then “print” is more viable and important than ever.
P28 CANVAS June 2012
The EDSF crystal ball says that with continued support,
2012 People to Watch
h o r G i t t Pa Director of Marketing Communications Sappi Fine Paper North America
When it comes to marketing strategies, Patti Groh has it covered – literally. As director of marketing communications for Sappi Fine Paper North America, she handles every aspect of the company’s said strategy – and handles it well. From the award-winning publication, The Standard, to the viral video sensation, “Off Register,” Patti continues to push the creative envelope to new heights. A 20-year veteran of Sappi, Patti has risen through the company ranks, holding various positions in sales, marketing and brand strategy.
What keeps you up at night?
Three favorite movies of all time
What else can I be doing to communicate how paper still is
“Star Wars,” “Annie Hall” and “The Shawshank Redemption”
relevant and offers people an experience digital media will never be able to replicate.
What’s your favorite, inspirational quote? “When you learn, teach, when you get, give.” – Maya Angelou
What’s the most pressing item on your to-do list?
What are your core philosophies?
I can’t really talk about it. But it concerns giving the sales
The purpose of life is a life of purpose. Strength and empa-
force a new kind of marketing tool to strengthen existing
thy are not mutually exclusive. Treat assistants no differ-
customer relationships and forge new ones.
ently than CEOs. Don’t do anything I would be ashamed to tell my child about.
What are three traits every leader should have?
What does your crystal ball say?
Vision, clarity of purpose, and integrity
In 20 years, my sons will be reading the same books to their kids that I read to them. And by books, I don’t mean
You have one mulligan – how would you use it? To cancel a few business trips so I could spend more time with my kids
If you could change one thing about our industry, what would it be? The belief that paper has a future, as well as the fact that we should be actively working to bring in young talent with fresh ideas to breathe new life into our industry. The time has come for us to stop being defensive and apologetic, and to embrace the products and services we sell.
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P30 CANVAS June 2012
anything that involves a pixel.
Planning for
How to master the art of building your business
Success By Pat Alacqua
A
ll businesses pass through various life cycle phases. As you navigate the transitions throughout your own businessbuilding journey, always address the challenges of the current phase and, at the same time, create the foundation for the next phase.
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“What you do speaks so loudly I can’t hear what you say.” – Ralph Waldo Emerson
Most leadership teams are so busy fighting the challenges of their current phase, they can’t foresee early enough that they won’t have infrastructure, operational systems and other things ready when they need them. I liken it to an airplane leaving the hangar, taking off, and then requiring repairs while flying at 30,000 feet. It’s too late to go back. But there is good news. There are things you can fix in the air, so to speak, and some you cannot. It is stressful trying to keep the plane (or your business) in the air.
The 4 Life Cycle Phases of business growth are
challenges of getting to the next level. He also will help you stay
Intro Phase, Growth Phase, Mature Phase and
focused on the right mix of working on your business versus just
the Decline Phase (for a breakdown, see “Defin-
working in it. You don’t want to spend too much working in the busi-
ing the 4 Life Cycle Phases,” page 34 ). I liken
ness. It’s about having the right mix.
these stages with parenting. Our kids are born – the Intro Phase. Adolescence rolls along – the
Building Block 2
Growth Phase. They mature into young adults
Ownership Planning
and begin to live their lives. As parents, we have
Those who do not find time for planning will find time for crisis.
to let them go, but we’re still around to support
If you own your business, begin with getting some clarity on why
them when they need us – the Mature Phase.
you’re in business. Oftentimes, people jump right into business
And then they reach their senior years and hit the
planning when it’s important to start with ownership planning.
final chapters of their lives – the Decline Phase.
Business planning should take into account the owner’s personal
Everything we did as parents was to be there as our children went through their life phases.
objectives. The answer to the following questions will begin to guide your disciplined thinking toward decisions and actions.
We did everything we could to help them learn,
Why have you chosen to own this business? What are your
live each phase and use our life experience to
desired outcomes? Choose a planning horizon as far out as you
prepare them for each new phase in their jour-
can envision. Attempt to push your thinking out at least three to
ney. This is no different for the business leaders
five years.
of today. Leaders often call this working “on” the business, rather than “in” it.
What are the obstacles standing in your way? In order to reach those outcomes: What “must” happen by when? What “cannot” happen?
While building a business, it’s critical to clearly
Your responses will identify additional questions, and ultimately
understand where you are and what the next phase
provide the clarity you need. I recommend reviewing this by think-
is. The experience, knowledge and resources you
ing quarterly or at least every six months.
have to address the current stage while staying prepared for the next stage is the key to success. Hopefully, you have someone on your team who has built a successful company. This person has the “been there” experience to help you anticipate the challenges around the corner. What phase is your business in? If you have more than one product or service offering, what phase are they each in? As you contemplate how to move your company forward identify your Life Cycle Phase. This will begin to provide more clarity for the actions you must take to address the challenges of growing your company to the next level. The path to guide you to what you need to build a successful business is comprised of five building blocks.
Building Block 1 Identify a Trusted Advisor/Sounding Board If you don’t already have someone, find a person who has built a company and successfully transitioned it through the many phases of building a business. This “been there, done that” ally will help you anticipate the requirements for growth, while supporting your need to stay rooted in the present by guiding you through the operational
3 ingredients for healthy thinking There are three key ingredients that must become part of your everyday thinking and behavior. Discipline – Systematic method and daily work habits to mange the business. Take time to think with clarity. Ambiguity is an obstacle to decisive action. Making good choices requires clarity and the guts to remove the unwanted. Priorities – We often can do anything we want, but not everything. Identifying the highest impact/least risk things to focus on are keys to execution. Alignment – Getting everyone on the same page minimizes wasted resources and creates a foundation for getting things done at a high level of productivity. Spend the time getting key stakeholders aligned is worth the time. If they’re not aligned, implementation will take longer and cost more.
Building Block 3 Diagnose Your Business Consider a simple thinking/planning framework to organize your thoughts for where you want to take your business and how you will get there. Get started with your disciplined thinking. Identify current needs and anticipate what’s required to get your business to the next level.
Looking Within Assess Markets & Products/Services – Are your products/services addressing the needs of your target audience? Do you have a strong value proposition and are you clearly communicating it? Is your position so apparent to your customers/prospects that they can qualify or disqualify themselves? What product/ service adjustments should you make going forward? What are your greatest strengths and weaknesses in relation to your competition? What actions should you take to leverage the strengths and minimize the weaknesses? Basic Recurring Problems (BRPs) – Identify the basic recurring problems you have each year and find why they keep happening. Identify the root cause of the problem. List committed action plans of improvement for each BRP.
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Planning for Success
People – Some people have the spark of genius,
on management by planning assumptions, they truly will be in an
while others have ignition trouble. What people
elite group of successfully managed companies.
concerns do you have? Who would you rehire?
Identify the favorable (opportunities) and unfavorable (threats)
For those you wouldn’t rehire, what will you do to
external trends that will have the highest impact on your
support them to guarantee they will not
company. For each trend, identify the predetermined
be in the same condition in 90 days?
level in the trend that will cause you to take action and do something (trigger point). What impact will the trend
Profit – Identify all the causes for not
have on your company if you take no action? What action
reaching your profit goals. List what
should be taken to take advantage of the opportunity or
can be done to fix the cause of each
to minimize the threat?
profit problem.
Looking Around & Ahead There are four levels that companies can choose to spend their management energies on: planning assumptions, management by objectives, activities and budgets. Most companies start at the bottom of the ladder with budgets. As they learn to get to the top level, and begin spending their management energies
Create access to exactly what you need, when you need it, and at the right level of affordability.
Building Block 4 Making Ideas Happen – Execution Once your strategies have been developed, create the future with a tangible and orderly path to follow. Implement a systematic approach to address your operational and management systems. They provide the foundation for accountability and execution. Determine the best structure to achieve strategy. Define the roles and skills required, along with performance expectations needed, to effectively implement your strategies. Determine how to track expected performance.
Defining the 4 Life Cycle Phases 1. Introduction Phase is the launch of a new venture. The survival stage. The key focus is defining markets, and developing products and services. Typically, there is no to very low competition to be faced. A primary strategy is to educate target customers about your products and services. Most of the capital requirements are investment related.
2. Growth Phase is when the company begins to grow and expand. It will experience a rapid expansion in terms of sales, staff, etc. Organizational resources begin to stretch and operational systems must get to the next level. The company faces more intense competition, and the strategy for market share is key. There now is a greater focus on ROI for the capital that has been invested to date and any continued investments. You also will be spending money to maintain products and infrastructure that has been built.
3. Mature Phase is the point in time when growth has begun to peak. The competitive landscape has become more saturated. As a company, you must target new market segments, and consider new product/service development, to address changing needs of current markets as well as the needs of new markets. How fast and well you do this will effect the impact of your company’s Decline Phase.
4. Decline Phase is when the organization must reinvent itself. Often, this inevitable phase is reached because of past successes. There is a consolidation of the traditional competitors and there may be new alternatives entering the market. The company is bigger with more of a history of doing things the way they worked in the past. This is the challenge of change. Remember, what worked in the past may not work going forward. This is the time your company must take quick, confident action. You cannot have lengthy delays between the time you identify a trend or problem and when you take action. What makes reinvention so hard is the need to work on multiple business-building issues at the same time. You must make time to rethink markets, products and services, operational systems, management systems and the culture of the company.
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Building Block 5 Resource Development Create access to exactly what you need, when you need it, and at
I often say building a successful business is
the right level of affordability. What strategic partnerships must
making the transition from “Entrepreneur to Enter-
you create? What key staff do you need who are not on board?
prise.” The classic skills of an entrepreneur must
What key suppliers do you need? How much capital do you need
always remain. They drive innovation, new prod-
and what will you use it for? No matter what size business you are
ucts, flexibility and agility. In order to execute and
or what stage of development you face, there always will be a need
successfully reach the future, they must be blended
for more of some kind of resource. You can’t allow this to be an
with the new streamlined enterprise (think the right
obstacle to success. The key is to be creative. Lack of resources
management tools, controls, systems and infra-
requires you to be more resourceful.
structure). The right blend allows the organization
Building your business to the next level will be a very exciting journey. Don’t allow it to feel overwhelming. As the old saying goes:
to move from entrepreneur to enterprise. In the end, one without the other won’t work.
“The only way to eat an elephant is one bite at a time.” Make a commitment to get started immediately. Building a successful business is all about execution. In turn, the five building blocks are a systemic approach to execution. No idea is good enough to ensure the future for your business. No idea (at least not many) is bad enough to ensure failure from the outset. It is all about execution. Taking action. Make a commitment to execute better than anyone
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else. The five building blocks are a systemic approach to execution.
Pat Alacqua is a “been there, done that” entrepreneur, operating officer and mentor to others in the business-building process. During his own 30-plus year journey, he created a varied and highly tuned trail of knowledge and experience, and a positive track record of operational capabilities and results through managing and expanding in different company life-cycle stages. You can reach him at palacqua@bluemagnetpartners.com, linkedin/in/patalacqua or by phone at 770-265-9858. You also can visit his website at www.bluemagnetpartners.com. Follow him on Twitter at @PatAlacqua.
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Five lessons that will help you get the most out of each sales call
J
ohn Moran, sales kingpin and one of the most respected men in the medical industry, asked if he could ride along with me on some sales calls. It was 1990. I was a 22 year-old know-it-all salesper-
son for a medical manufacturer. When John traveled with you, it was an honor, an experience you did not want to screw up. During our sales day, we called on an important
distribution
customer
with
whom I had a very good relationship. I told the VIP C-Suite customer that I wanted to stop by for a visit around 2 p.m. with the bigwig. We visited for about 45 minutes. I felt like a million bucks. I thought for sure that “The Godfather� would feel the same way. I was wrong.
By Brian Sullivan
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Activity is Not Progress
John asked what the objective of the call was.
Lesson No. 3: It’s not about what YOU do in a call, it’s about
After bumbling for a few seconds, I told him that
what THEY do as a result of it – For example, a lame objective
I just wanted to stop by to see how our customer
would be something like: I’m calling on a current customer to find
was doing.
out their needs.
“What was your objective in seeing how he was doing?” he asked. “To make sure he still liked our company and what we were doing,” I responded.
A precise objective would be: I’m calling on my customer to get him to share his 2012 budget and to agree to more detailed company/product presentations with key decision-makers over the next 10 days.
“What does that mean? What was your objec-
Will we find out his needs to get to our ultimate objective? Yes.
tive in seeing if he still liked our company and
But it’s not why we are there. We’re there to get him to do some-
what we were doing?” John asked. (The exercise
thing that takes us closer to a sale.
was driving me nutty, but the man asking the questions was my boss’s boss’s boss.)
Lesson No. 4: Do your homework – Lack of preparation in a
“By liking us, it’s easier for me to get him to
sales call leads to wasting a prospect’s time. Face it, we’d all
commit to running a 60-day promotion on our
like to spend less time with salespeople. That’s mostly because
products.” I responded.
countless unprepared salespeople have ruined it for the rest of
“So why wasn’t our objective to get him to
us. Today, web and social media technology enables us to find
commit to a 60-day promotion on our prod-
out information that used to take several sales calls. The days of
ucts?” John asked.
“Mr. Prospect, tell me what keeps you up at night?” are over for
“Because I didn’t think of it.”
top performing sales pros. They know what’s keeping Mr. Pros-
“You just did.” He said.
pect up. He posted it on LinkedIn and tweeted about it several times. The pro found it.
Pre-call preparation that includes crafting a clear and measurable objective is one of the easiest aspects of the selling formula to control.
Lesson No. 5: Don’t turn one sales call into three – Many salespeople do a great job of delivering the benefits of their solution, but go into financial convulsions when it comes to talking money and getting a commitment. If you’re the type whose greatest closing skill verbiage sounds something like, “Okay Mr. Prospect, I’m glad you like the product. Let me get back to my office, run some numbers and shoot you over a proposal,” then we have some fixing to do. Don’t ever show up unprepared and unwilling to tell them how much. And make sure it’s in writing. Pre-call preparation that includes crafting a clear and measurable objective is one of the easiest aspects
Lesson No. 1: Never mistake activity for prog-
of the selling formula to control. Despite this, too many aver-
ress – Just because you feel busy in a sales call
age and below average salespeople don’t invest the time
doesn’t mean you’re getting anything done.
needed, and, as a result, don’t make the most out of each opportunity. This often leads to time management problems
Lesson No. 2: Never make a sales call without
and frustration.
a precise objective – A precise objective is what
So, this month, focus on one thing – preparation. And after you
you want the prospect to do as a result of the call
do, prepare to make 2012 the year you became your company’s
that gets you closer to a sale or closer relationship.
top performer.
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.
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book recommendation
The Social Animal
»» By David Brooks
W
ith remarkable thoughtfulness, David Brooks, the New York Times columnist and bestselling author of “Bobos in Paradise,” has delved deeply into what makes us tick. In his new book, “The Social Animal,” Brooks turns his attention to under-
standing how success happens. He wants to discover how we grow, fall and rise up again.
Brooks uncovers the deep, social aspect of our very minds and exposes misconceptions about the way we go about our business. Specifically, he breaks down the bias in modern culture that overemphasizes rationalism, individualism and IQ. Along the way, he demolishes conventional definitions of success while looking toward a culture based on trust and humility. The book’s goal is to simplify real scientific evidence about human nature and help us draw some conclusions, and possibly, shape our future. To illustrate his ideas, Brooks uses a device of narrating the lives of two fictional characters, Erica and Harold. This storytelling
This book is great if you’re interested in the human mind and want an incomplete overview of recent developments in that area. not only moves the book along nicely, but it allows us to relate on a specific level to the research. Brooks uses his characters’ lives and personalities to illuminate the balance of conscious and unconscious thinking, and its impact on our lives. One theme that arises is that rational thought is far from the dominant component of human reality. This book is great if you’re interested in the human mind and want an incomplete overview of recent developments in that area. It’s also great if you’re interested in a unique perspective on how human nature relates Scan To Read This Article on Your Mobile Device
P40 CANVAS June 2012
to society and politics. CANVAS readers will love this book, as it will help them connect more deeply with who they are. We highly recommend “The Social Animal.”
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