Canvas Magazine | Lights, Camera, Action!

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

P6

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

P8

All aboard CANVAS’ Mark Potter among new directors added to EDSF board

The Corner Office Business Insights: Digital Leaders Support Sales Differently

P14

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

P40

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

P32

Your guide to selling smarter and more successfully

How to master the art of building your business

P20

P36

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.

P4

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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Meet up with friends and colleagues in Vegas, baby, at the 2012 SGIA Expo.

»» 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.

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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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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.

CANVAS P33

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

P36 CANVAS June 2012

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.

P38 CANVAS June 2012

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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