Canvas Magazine | Great Integrations

Empowering Marketing Service Providers

Great Integrations June 2013

How to Merge Cultures The New Old-Fashioned Rules of Engagement How do you process information?

presented by

It’s all in the ‘asking’ See page 24

For commercial printers, the biggest integration challenge often lies not so much in absorbing employees, but in retaining and building on customer relationships acquired in a transaction.

Publisher mark potter > mpotter@thecanvasmag.com

Creative director brandon clark > brandon@thecanvasmag.com

MANAGING EDITOR michael j. pallerino > michael@thecanvasmag.com

ART DIRECTOR brent cashman

CONTRIBUTORS

p 24

linda bishop, howie fenton, john foley, jr., al reijmer, 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 2013

DEPARTMENTS P2

P14

Failing successfully

On a tear Western States Envelope & Label lands sixth straight PEAK Award

Publisher’s Thoughts

People News

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A merger of equals Why this game plan may be your best exit strategy

Special Report: Eye on the future NAPL economists expect modest growth for rest of 2013

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From fulfillment to MSP

Growing its base EFI acquires printLEADER to expand business automation technologies

What’s holding your transformation back?

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The Green Machine Mohawk makes EPA’s leading environmental and sustainable practices list for seventh straight year

The Corner Office @TheCANVASMag www.linkedin.com/ groups?gid=1797952 CANVAS magazine for more information: 678.473.6131, 2180 Satellite Blvd., Suite 400, Duluth, GA 30097 CANVAS, Volume 7, Issue 1. copyright 2013 CANVAS, All rights reserved. CANVAS is published bi-monthly for $39.00 per year by Conduit, Inc., 2180 Satellite Blvd., Suite 400, Duluth, GA 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, GA 30097. Please note: The acceptance of advertising or products mentioned by contributing authors does not constitute endorsement by the publisher. Publisher cannot accept responsibility for the correctness of an opinion expressed by contributing authors.

CANVAS 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.

Business Insights: Is web-to-print threatening traditional sales skills?

Communicating: How do you process information?

United they stand Cost savings spur growth in FSC® Certification Program for Printers

Marketing Insights: Start: Punch Fear in the Face, Escape Average and Do Work that Matters

Best in show Elm Street Printing garners 2013 American Package Design Award

A day in the life… Neil Deedy, owner, PCI & Atlanta Book Printing, on why print matters

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Snapshot on custom content

Let Sappi show you why the market is alive and well

Product Spotlight

Eight good reasons to switch to Align

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The Parting Shot FEATURES P18

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21st Century milkman marketing

Do you have what it takes to take the entrepreneurial road?

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Your guide on how to merge cultures

Your five-step formula for handling ‘do-nothing’ prospects

The New Old-Fashioned Rules of Engagement Great Integrations

Sales startup

It’s all in the ‘asking’

CANVAS P1

Failing successfully

T

This past Mother’s Day, I gave some serious thought to my mother. Our mothers hold a special place in our hearts because, well, they’re our mothers. But when I thought more about it, I realized that, beyond the unconditional love my mom provided, she also allowed me to fail. And that may have been the greatest gift she ever gave me.

Learning how to fail is a big deal. But I’d submit that it’s mostly absent today. We have a generation of

kids who are coddled and sheltered to the point that they actually believe they’ve never failed. What’s

Publisher’s thoughts

worse is they don’t have the lessons that failure ingrains in their character, so when they are faced with trials and tribulations, they don’t know how to handle them. It’s almost as if they’ve been taught to blame someone else when something goes wrong.

Finding people who take responsibility for their actions is difficult. In fact, the corporate world has been equally adept at preventing people from making mistakes and being accountable. Employees fear that the slightest mistake not only will expose their lack of perfection, but also will cost them their jobs. The result is a lack of ingenuity and growth. The artistry of our lives lies in our mistakes. How we

grow from those mistakes is what shapes our character.

The artistry of our lives lies in our mistakes. How we grow from those mistakes is what shapes our character.

In this month’s cover article, “Great Integrations,” we highlight the merging of two cultures and how the idea around integration is relevant to us all. The challenge that one organization faces in motivating people to initiate ideas is large enough. Imagine the challenges that two companies present. Nobody is perfect. We all make mistakes. But don’t be afraid of your failings. Embrace them. Use them as tools for growth.

Our second feature, “The New Rules (Tools) of Engagement,” highlights the use of campaign management tools. Just as a branding strategy demands insight from data, our overall success demands insight from mistakes. That data is remarkably important, if we are to be better for our clients, superiors, associates, friends, family, and most important, our mothers.

Enjoy our latest issue of CANVAS. We probably have made a few mistakes along the way, and we’ll probably make a few more. But we won’t make the same mistakes twice.

Warmest regards, Mark

Mark Potter Publisher Twitter @markricepotter

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CANVAS June 2013

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economics

A merger of equals Why this game plan may be your best exit strategy

T

he great thing about history is that it provides a wealth of knowledge about plans that were executed well and not so well. Sam and Margaret understand this, as they continue to explore their various options to successfully transition Valley Graphic Media (VGM).

They are determined not to repeat past mistakes.

By Al Reijmer

With proper planning and execution, a merger of equals – or “cashless merger” – can be an excellent solution for many companies today. Much like VGM, countless organizations are facing similar challenges. In both acquisitions and mergers, the resulting intellectual/talent infusion or sharing can be extremely valuable.

In the case of VGM, a potential merger candidate may have a viable succession plan already in place. Also, the additional management resources the merger would

When we last visited Sam and Marga-

provide likely would lessen the hourly

ret (“Investing in the Future,” April),

burden required by Sam and Margaret.

they were evaluating an Employee

In addition, the merger candidate

Stock Ownership Plan (ESOP) as a

already may possess all or some of the

potential solution for their eventual

technology updates that VGM currently

exit strategy. But with VGM’s current sales revenue of a little more than $8 million with 48 employees; the plan’s increased administration costs; and the need for an even stronger management team, the ESOP was taken out of contention, at least for the time being.

Sam and Margaret also concluded that, if they were willing to consider

With proper planning and execution, a merger of equals – or “cashless merger” – can be an excellent solution for many companies today.

the ESOP’s “partial” exit strategy,

lacks. If technology updates are lacking, a merger of equals likely will increase ROI through improved utilization, due to the increased sales revenue of the combined organizations.

In nearly all industries, a certain percentage of low-profit clients and employees are necessary to maintain a certain breakeven revenue threshold.

A merger of equals also provides the

perhaps they also should investigate

strategy that has the potential to solve

combined companies the opportunity

possibilities that would allow them to

many of the issues that brought them

to maximize their operational effec-

remain involved in the business for

to their original decision to proactively

tiveness by retaining the best employ-

several more years. This could help

research their options.

ees and most profitable clients.

build additional value for an eventual “complete” exit from the business.

If you recall from the initial article in

A merger of equals can provide,

this series (“One Size Does Not Fit All,”

numerous additional benefits, but such a

After closely evaluating their future

February), there were several major

merger also needs proper planning and

personal and financial needs, Sam

concerns Sam and Margaret had with

execution to be implemented success-

and Margaret determined that several

their transition/exit strategy:

fully. Since few companies have the inter-

issues needed to be explored further.

•T he lack of a potential succession

nal resources to simultaneously run their

First, they enjoy working and aren’t

plan, since all of their children

current organizations and facilitate the

sure they’re ready to retire. Second,

chose careers outside of VGM

merger, in most cases, a professional is

they’re concerned the current net

•T he amount of work hours

proceeds available from selling VGM

required for them to keep VGM

may not meet their long-term needs

profitable and sustainable

and desires.

•T he impending technology

After discussions with their consul-

hired temporarily to objectively plan and manage the transition.

In the next issue, we’ll explore yet another potential solution for Sam and

investments that VGM

Margaret to consider in their goal to

tant, Sam and Margaret now are

determined would be required

establish the most effective transition

considering a “merger of equals”

to meet their future needs.

for Valley Graphic Media.

Al Reijmer is a partner at New Direction Partners (NDP), an advisory and management consulting firm that specializes in the printing, packaging and allied graphic arts industries with an emphasis on mergers and acquisitions. You can reach him at areijmer@newdirectionpartners.com (www.newdirectionpartners.com).

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CANVAS June 2013

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Our TotalFlow solution offers you: • Customized workflow solutions • Comprehensive implementation services • Strategic and consulting services • Advanced business development services with Ricoh’s Business Booster Program Call 1-800-637-4264 or visit ricoh-usa.com today to learn how we can quickly take you from workflow to TotalFlow.

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Mobile media

From fulfillment to MSP What’s holding your transformation back?

Y

By John Foley, Jr.

ou’re doing fine as a fulfillment company. But you know you can – and

This means having a business plan where

want – to do more. So, what’s holding you back? Is your staff not open

you clearly delineate goals and philoso-

minded or ready to get to that level? Is it the learning curve? Will your

phies. It means identifying your compa-

customers have a hard time accepting your new “personality?” Worried

ny’s vision and the current resources you have in place to make the dream a reality.

about growing pains or the reorganization?

You must evaluate how you’ll market Start smart. Start with your current

and magazine ads. And as a solutions-

your new business. Remember to walk the

customers. What are their needs?

based company, you can do all of this

walk, not talk the talk. If you plan on provid-

They likely need marketing consul-

and more for your customers.

ing multi-channel campaigns to clients,

tation, graphic design, web design,

Here’s an example (see Be Ready to be

you must be able to create and implement

application building, printing, direct

Ready). To help with a seminar your client

them for your own company. Your market-

marketing, web-to-print, and more.

has coming up, you create a printed piece

ing plan must detail your multi-channel

As you work with them, you may

with a personalized URL or QR code. Invi-

mix. Provide sales estimates, goals and

see a need that needs filled. But if you

tees are encouraged to visit the website to

strategies. Determine your advertising

don’t, ask. They’ll tell you. And that

register. For those who don’t, you email a

and promotional activities.

will help you develop your transition.

link to the event registration site. Confirma-

Your current customer base also will help

tions are emailed to all who register.

You absolutely must look over your organizational structure. Making the tran-

define your target market as you move

Next, you print out attendee packets

sition to a marketing services provider

forward and market for new customers.

and send them, along with the registra-

may require the addition of key personnel

tion list, to your client. After the seminar,

or a move of current staff into new posi-

What you can offer

you email evaluations to all the attendees

tions. Don’t shoot yourself in the prover-

The idea is to become a value-based

and give the leads to the sales reps. You

bial foot. Remember that you still need

solution to current and future custom-

also give the client a seminar ROI report.

staff to handle your fulfillment services.

ers. Think of your company as a one-stop

Moving people around can thin your staff

shop for everything from multi-channel

It’s all about the planning

marketing campaigns, to cross-media

To make your transition, it’s going to take

efforts. You provide the reporting. You

planning. Lots of planning. You’ll need a

Evaluate how you can reduce risk and

help develop goal-driven expectations.

business plan. A marketing plan with a

formulate an exit strategy. Ask your-

You help with their data. You help create

calendar. A sales plan. A financial plan.

self these two questions:

personalized, targeted campaigns.

You’ll need to plan for organizational

A multi-channel, media, response

needs, and expectations and measures.

and hurt your company.

•W hat could prevent you from reaching your goals and what’ll

campaign would involve data manage-

You aren’t just adding a new product or

ment, direct mail, email, the business

two. In essence, you’re creating a whole

• What processes do you have in place

website, social networks, and banner

new business, so you must act as such.

to ensure good cash management?

you do to mitigate them?

Be ready to be ready Transforming your company can be an exciting time. But you have to be ready to take on the marketing services game. Here’s a snapshot of what you need: For your marketing department: Content – Remember that content is king, so strengthen your message (think written, video and audio content) Mobile presence – Make your business accessible to all those prospects and customers who live and breathe mobile Social presence – Be active and engaging via social networks

For your sales department: Attitude – Be positive; sales must be solutions based, rather than based on the transactional mindset For your IT department: • HTML / web development experience • Understanding of web security • Ability to manage data via everything from Access, CSV and Excel • Comfortable communicating with the sales and marketing departments

John P. Foley Jr., is CEO and CMO of Grow Socially (www.growsocially.com).

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

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CANVAS June 2013

Business Insights Is web-to-print threatening traditional sales skills?

By Howie Fenton

ing book, “The Innovator’s

T

these technologies cause is deter-

Examples of customers’ pain points

Dilemma.” While the term mostly

mined by the specific solution and

include too many steps in the order-

focuses on the impact of the technol-

implementation by each company.

ing or approval process, or spending

ogy and equipment, it also can deter-

Generally speaking, we’re seeing these

too much time between the begin-

mine old and new job responsibilities,

technologies disrupt the sales, estimat-

ning and end of the production cycle.

and the skill sets as the job changes.

he term “disruptive technol-

get feedback about the progress of

on uncovering and understanding

ogy” was coined by Clayton

their work.

customers’ pain points or better meet-

Christensen in his best-sell-

Exactly how much of a disruption

ing their business objectives.

ing and customer support service for

A changing business objective might

In other words, technology can

some types of work, but not all work.

mean measuring the results of a lead

change the job. Those who will be

These technologies work best for prod-

generation campaign that was never

most successful will understand and

ucts we might consider commoditized.

measured before or trying to improve

evolve with the changes resulting from

What is a commoditized product?

the sales by personalizing the message.

a new technology. Those who are least

They are the least-profitable products.

Building unique solutions require a

successful will not adapt, change or

At a 30,000-foot view, companies

thorough understanding of the customer

take advantage of the new technology.

have limited options to try to succeed

issues, which is achieved through an ongoing series of probing questions.

Technologies that automate the sales, ordering and customer service processes are disruptive.

Typically, probing questions start at a high level with customers’ goals, difficulties in achieving those goals, and the trickle down to tactical solutions that require new technologies or procedures.

The final solution may be the result of involving multiple players on your team, including sales, customer service, IT, prepress, press, finishing, and the

From the front end to the back end

with commoditized products. Most leave

of the process, disruptive technologies

them and use them as “lost leaders.”

are impacting everyone. The front end

Others focus on automating the work-

Technologies

is staffed by salespeople, estimators

flow, using the solutions discussed above

sales, ordering and customer service

and customer service staff who, typi-

to reduce the “touches” of estimators,

processes are disruptive. Many compa-

cally, fill a need to help sell and service

sales and CSRs.

nies are changing the way they sell and

customers. Traditional sales responsibilities

include

identifying

And, last but not least, some try to find

delivery and mailing staff. that

automate

the

service commoditized products. Here

sales

a way to add more value. For example,

leads, nurturing leads, opening doors,

some companies find that stationery

getting past the gatekeeper, closing

products such as business cards have

sales and maintaining relationships.

become commoditized. To add more

• Are they increasing or decreasing?

The potentially disruptive technolo-

value, they may have offered two-sided

• If they’re declining, is there a

gies that can impact the front end of

business cards, four-color business cards

strategy to automate the process

the process are the result of web-to-

or cards offering a QR code on the back.

or to add more value?

are a few questions to ponder: • What percentage of your sales is from commoditized products?

print and print MIS software. This can

Trying to discover ways to add more

change how customers receive esti-

value often is referred to as solution

the process to remain more

mates, the role of sales and CSR staff

selling, which is different from tradi-

competitive or add more value

in job submission and how customers

tional sales. These strategies focus

to those products?

• What can you do to streamline

Howard Fenton is a senior consultant at NAPL. He advises companies on how to overcome production issues, reduce production costs that hurt sales, and to build and sell more value-added services. You can reach him via email at hfenton@napl.org.

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CANVAS June 2013

Communicating How do you process information?

Understanding the differences between Big Picture versus Just-the-Facts people

By Ryan T. Sauers

Editor’s Note: T his is another in Ryan Sauers’ review of the four components of the Adaptive Communications model, the cornerstone of his book, “Everyone Is in Sales.”

B

ecoming a better commu-

Just-the-Facts people are quite the

what could be. The Just-the-Facts group

nicator helps you become

opposite. They want logical and “step-

would argue that 3 x 3 = 9 is a multipli-

more successful in every

by-step” details. They do not want

cation fact, rather than an example of

aspect of your life. In

Cliff Notes. They want the facts: who,

multiplication.

earlier articles, we overviewed the

what, where, when, why and how. They

This group trusts information they

overall

prefer their information to be logical,

have learned from past experiences.

sequential and factual.

They move quickly toward conclusions.

Adaptive

Communications

model and discussed the first segment of the model – the Speak First, Think Later versus Think First, Speak Later groups. In this article, we’ll overview the second segment of the model and contrast the differences in Big Picture versus the Just-the-Facts people.

This component of the model focuses on how you take in information from the world around you. The Big Picture group prefers to take in the world with a “what could be/gut feel” attitude, while the Just-the-Facts group prefers

Once you understand how you like to absorb information, you can more effectively learn how others prefer to take in the world.

“concrete/sequential” details.

Just-the-Facts people tend to rely on tradition and history as a predictor of what will occur in the future. This influences how they take in information.

They often are told that they miss the forest through the trees.

So, which group sounds more like you? Which is most in line with how you take in information? While you will bounce back and forth between the two groups, one is preferred over the other. It is like your left and right hand. You use both, but one is more

Big Picture people want an overview

comfortable – your default.

– or Cliff Notes – version of informa-

Once you understand how you like

tion. They don’t want details. Big Picture

to absorb information, you can more

types concentrate on possibilities and

effectively learn how others prefer

are future-focused on taking in the

to take in the world. Such knowl-

world around them. They may argue

edge will allow you to adapt your

that 3 x 3 = 9 is not only a mathematical

communications style, in an authen-

fact, but also an example of multiplica-

tic manner, to best meet the needs of

tion. They are quick to “connect dots”

the other person.

and anticipate things before they occur.

When you talk the other person’s

Big Picture people have great vision

“language” you are more successful

and are intuitive in their thinking.

in finding common ground, building

When presented with a concept, they

They don’t like connecting the dots,

strong relationships and getting posi-

approach it by anticipating the future

which means they don’t like reading

tive things accomplished. Remember,

and asking, “What if?” “What could

between the lines. They like black and

2 x 2 = 4 is both an example of multi-

be?” or “what this could lead to.” They

white. They use words such as “this

plication and a multiplication fact. It all

rely on their “sixth sense” or “gut feel.”

means,” “what we have here” or “the

depends on how you view it. The way

But they’re often so focused on the

facts suggest.” They are oriented to

you see such things is based on how

destination that they miss the journey.

and focus on the present, rather than

you see the world around you.

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). Ryan’s best-selling book, “Everyone Is in Sales,” can be ordered on Amazon.com at: www.everyoneinsales.com. Let’s talk: www.ryansauers.com.

CANVAS P9

Marketing Insights

3hours, 7minutes The average daily time Americans spend online (up from under just

BOOK REC

Start: P unch Fear in the Face, Escape Average and Do Work that Matters

By Jon Acuff

three hours), according to the “MultiMedia Mentor” study by Gfk and

Wall Street Journal bestselling author Jon Acuff

the Interactive Advertising Bureau.

says the road to success has been divided into

The study credits the increase to a

predictable stages over the last 100 years for

notable growth in daily usage of social

everyone. It’s all about getting unstuck and

networks and digital video.

jumping on the path of being awesome.

Acuff says three things have changed this: Boomers realize that a lot of the things they were promised aren’t going to materialize, and have started second and third careers. Technology has given access to an unprecedented number of people building online empires and changing their lives that would have been impossible years ago. And the days of “success first, significance later” have ended.

While you cannot skip any of these stages, you can shorten and accelerate them. Acuff says there are only two paths in life: average and awesome. The average path is easy because you don’t have to do anything. The awesome path is more challenging because things like fear only bother you when you do work that matters.

Start gives you practical, actionable insights to be more awesome, more often.

A day in the life…

Neil Deedy, owner, PCI & Atlanta Book Printing (www.premiercopy.com), on why print matters

“An art teacher from Alabama approached us recently with some beautiful content she wanted to sell to school systems across the country. She assumed there was no need for hard copy books because everything is digital. She tried selling this concept and got a very weak reaction to it. She found us online (AtlantaBookPrinting.com). We helped her setup and print her books in color, both hard and softback editions. Not only has she been able to sell all of her books, but her sales have taken off, too. She now offers online courses. There is a value associated with the tangible printed product. The takeaway is that there is a synergy that can be achieved by strategically using print and digital communication to complement and reinforce one another.”

That’s what he said…

It put them in position as a mainstream player. I think they will continue to evolve. It remains an excellent platform for usergenerated content, but I think we’ll see more professional quality, higher value programming that comes in. And overall, the platform will become more efficient, and I think more successful.

– Ynon Kreiz, executive chairman of Maker Studios, on why YouTube will continue to be a major content player

P10 CANVAS June 2013

Snapshot on custom content A look at how information is being distributed Custom content continues to be all the rage, so much so that spending on production and distribution exploded to $43.9 billion last year, the second highest amount ever recorded by the Custom Content Council. According to the group’s annual “Characteristics Study: A Look at the Volume and Type of Content Marketing in America for 2013,” print, electronic – every format, really – is growing. Here’s a look at some of the trends taking shape in the custom

The percent of respondents creating content explicitly for use in social media

content marketplace.

The percent of respondents who expect to increase their use of video-related content

57%

81%

The percent of printed custom publications that are targeting either B2B or B2C external audiences

73%

The percent of custom publications that carry advertisements

The average page count per issue, the largest in the history of the survey

30.2%

37%

CANVAS P11

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People News On a tear

Western States Envelope & Label lands sixth straight PEAK Award Okay, we all know that three’s a charm. But what about six? If you’re looking for an answer, ask Western States Envelope & Label, which just nailed down its sixth straight Print Excellence and Knowledge (PEAK) Award this year in Chicago.

Western States landed a “Grand Award” in the “Labels/Tags” category for “Big Papa Dill Pickles,” which are sold in convenient stores and concession stand counters.

You want unique, try a 4 x 6 product container label that wraps around a 30-count barrel of the famed dill pickles – a barrel that must withstand the continual wiping and cleaning of pickle juice. That’s giving the customers what they want.

Hosted by the Print Services and Distribution Association (PSDA), the PEAK Awards honor print professionals who provide outstanding, value-added products and services designed to creatively solve challenges and improve business functions.

Growing Eye on the future its base Special Report

the printing service industry’s sales growth for the rest of 2013, accord-

EFI acquires printLEADER to expand business automation technologies

ing to the Spring edition of the Printing Business Conditions report by the

To help grow its expanding portfolio of

NAPL economists expect modest growth for rest of 2013 An up and down economy, and continued stiff price competition will limit

National Association for Printing Leadership (NAPL) Research Center.

According to the report, part of the NAPL State of the Industry Series, sponsored by KBA, industry sales – from all sources, not just print – nudged ahead during the last three quarters of 2012 – the first time that has happened in the last five years. While the annual growth was small (0.6 percent), the positive growth in three of four quarters of 2012 was encouraging when compared against declines in 13 out of the 16 previous quarters.

On the whole, the report also shows that printers’ expectations are equally as modest for the rest of 2013. Twenty-seven percent of NAPL’s research group expect business to improve over the next six months (up marginally from 24 percent last fall), while 18 percent expect it to decline and 36.6 percent believe it will remain at its current levels.

NAPL economists project total sales to hit $79.2-$80 billion in 2013, up from $77.6 billion in 2011, but down more than 19 percent from the preGreat Recession total of $98.2 billion. The number also is down nearly 21.0

business automation technologies, EFI has acquired the assets of privately held printLEADER, a Palm City, Fla.-based provider of print MIS (management information systems) software products for the printing industry. Financial terms were not disclosed.

With the acquisition, printLEADER’s MIS products will be integrated into EFI’s PrintSmith™ Vision product line, which is part of EFI’s EPS group. EFI also will continue to support the existing printLEADER client base, consisting of more than 800 commercial and in-plant printing operations across North America.

EFI, a leading provider of print manage-

percent from the industry’s all-time high of $101.0 billion in 2000.

ment and workflow software, will continue

For more information, contact NAPL senior economist Joseph Vincen-

to sell its existing EPS product lines, includ-

zino at 800-642-6275, ext. 6303, or email him at jvincenzino@napl.org.

ing EFI PrintSmith Vision, EFI Pace, EFI Monarch and EFI Radius software products.

The Green Machine

Mohawk makes EPA’s leading environmental and sustainable practices list for seventh straight year For the seventh consecutive year, Mohawk has been named to the U.S. Environmental Protection Agency’s national list of “100% Green Power Users.” The Atlanta-based manufacturer of fine papers, envelopes and specialty substrates for commercial and digital printing continues its membership in the EPA’s Green Power Leadership Club, a distinction it has held since 2005.

The EPA defines “green power” as renewable energy sources with the highest environmental benefits, including solar, wind, geothermal, biogas, some biomass and low-impact small hydro. The “100% Green Power User” designation means Mohawk purchases green power at a level matching 100 percent of on-site electric use, and reduces the environmental impacts of conventional electricity use.

“We continually examine every aspect of our business with the objective of minimizing our environmental footprint in every way possible,” says Michelle Carpenter, VP, environmental and energy stewardship at Mohawk. “Environmental responsibility is at the core of Mohawk’s ethos.”

P14 CANVAS June 2013

United they stand Cost savings spur growth in FSC® Certification Program for Printers At the end of last year, the 200th firm joined the Regional

Alliance, engaged a manager with extensive experience in this

Affiliate Certificate Group (RACG) – a program offered to

area. They worked with him to create a forward thinking set of

all members of PIA affiliate associations across the country.

procedures and policies to support the objective of assisting

RACG was established in late 2010 with an initial group of

smaller printers with the daunting task and cost of certification.

40 printers following the decision of the Forest Stewardship

All current members have saved substantial costs over

Council (FSC). RACG allows group certification for firms with

the single certification model as well as having the assis-

less than $5 million in-print related sales. The cost-saving

tance of a trained, experienced manager at their fingertips.

program for smaller printers features a standardized set of

Most of the firms involved with the group are not of the size

procedures and forms developed specifically for the group,

to afford a dedicated sustainability staff member and look

allowing for easier and less time-intensive administration.

to RACG for assistance. RACG, the largest FSC group in

The group, initiated by the New England PIA affiliate with assistance from PIA MidAmerica and Printing Industries

the United States, expects to service more than 250 firms in over 40 states by the end of 2013.

For information or application, contact your local PIA affiliate or RACG directly at 508-804-4101, or visit racg@pine.org.

Best in show

Elm Street Printing garners 2013 American Package Design Award The Elm Street Printing & Graphics brand has surrounded itself with some pretty good company these days. The Camden, N.J., company recently won a 2013 American Package Design Awards by Graphic Design USA, which included other winners such as AT&T, Sharpie, Rubbermaid, Unilever and Molson Coors Canada.

The award, won in the “Point-of-Purchase” category, came from a shelf display Elm Street created for Lulu’s Garden. The display showed off its 100-percent, all natural lip and hand balms.

The competition featured 1,650 entries across 18 categories.

Your news here »» People news. New products. Trends shaping the way our industry does business. If you have a news item, CANVAS wants to hear about it. All you have to do is email us the information and a photograph, and we’ll do the rest.

Send your information to michael@thecanvasmag.com.

r u o Y et

G

For more information: Contact us at sales@thecanvasmag.com

The Flesh Company Stock Integrated Forms Kit Labels and cards integrated into laser printable sheets can open new markets and revenue for commercial and in-plant printers.

The Flesh Company offers a full range of stock products, which are highlighted in this Stock Integrated Products Kit. The kit includes samples of integrated cards, integrated labels and our brochure showing available formats and pricing.

Contact Info: 855-410-5623 www.Fleshco.com

»» Product Spotlight

Print is it

Let Sappi show you why the market is alive and well

F

or the past decade, “armchair” prognosticators have been predicting the

Today’s

marketers

must

use

a

demise of print. Well, no more. Industry studies show that print and digital

combination of approaches that are

are proving to be complimentary and mutually supportive pieces to the

strategically planned to get the greatest impact for the dollars spent. Like

marketing mix.

In fact, the latest promotion from

digital, print holds its own unique set

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ping behavior, and luxury marketing.

intriguing and tactile. More impor-

Sure, while you can talk endlessly

tant, research shows you can increase

about the future of publishing, the

the ROI of a campaign when print is

merits of print versus digital, the

added to the mix.

viral selling power of social media,

Check out one of our featured

the latest mobile devices and new

augmented reality demonstrations on

apps, it all comes down to this:

the inside back cover of this month’s

Brand

to

edition of CANVAS, and then contact

whatever tools produce the most

your local Sappi sales representative

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for your own copy.

marketers

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Eight good reasons to switch to Align

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ith Align from Resolute Forest Products, you can maximize your

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books, forms, financial printing, credit

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3. Align grades have a much smaller overall environmental impact – including smaller carbon footprint – as compared to freesheet grades 4. High yield Align offers significant savings over commodity offset 5. Using lighter weight Align grades can reduce your postal costs 6. Align grades have a higher opacity and caliper than commodity offset – even at a lighter basis weight 7. Align grades have proven pressroom performance 8. Align uncoated grades even can get better ink mileage in the pressroom than uncoated offset For samples, e-mail us at alignpaper@resolutefp.com.

P16 CANVAS June 2013

The New

Old-Fashi

Century Milkman Marketing

By Lorrie Bryan

P18 CANVAS June 2013

oned Rules of

Engagement

I

n the early-20th Century, small dairies across the country promoted their products by offering home delivery of cold, fresh milk to cow-less households in mostly suburban and urban areas. Before refrigeration, the milkman would deliver fresh milk daily and pick up empty bottles, many with scribbled notes tucked inside of them. Even after refrigerators were the norm, the milkman still would provide fresh milk and a variety of other related products to homes several times a week.

Yesterday’s milkman has become today’s “Got Milk?” campaign, as milk continues to be the source of all things good when it comes to health. Or is it? A recent report by the Harvard School of Public Health flies in the face of whether we really need as much calcium as generally is recommended. It’s also not clear that dairy products are really the best source of calcium for most people. Maybe internationally acclaimed osteopathic physician Dr. Joseph Mercola says it best. Mercola believes the suggestion that you need to drink three glasses of milk a day to be healthy is a bit outrageous.

CANVAS P19

The New Old-Fashioned Rules of Engagement

So, what is it then? “The idea that you have to drink milk for strong bones is deeply ingrained – the result of very successful PR by the commercial dairy industry,” Mercola says. “But what most people do not realize is that pasteurized milk has little to do with strong bones, or good health, for that matter. In fact, pasteurized milk has no important health benefits at all, and I do not recommend it to anyone.”

In these days of disengagement

“ This is the dawn of one-on-one marketing. Our grandparents are more prepared to be successful in the next decade than we are, because they understand the small-town rules that businesses are being built on today.”

– when direct mail ads end up in the

– Social media expert Gary Vaynerchuk

shredder, email ads are predestined for the trash folder, and TV and radio ads are bypassed with DVRs and custom playlists – perhaps we can learn something from dairy industry marketers.

To note, while the “Got Milk?” ads still are high on our “most favorite” list, milk consumption is down to its lowest level since 1984 (pre-“Got Milk?”). But, increasingly, cross-media

Lessons from the Milkman No. 1: Listen

ad campaigns successfully engage

Not much got past the friendly milkman. He was paying attention, knew who was

their targets by appealing to them in a

coming and going and when, and knew the preferences of his customers. He built

more personal, one-on-one, old-fash-

sales by listening, empathizing and anticipating what his customers’ needs would

ioned way…just like the milkman did.

be. Frequently, he delivered butter, cheese and orange juice along with the milk.

“Ironically, as we go more ‘Jetsons’

Julian Treasure believes we are losing our listening capability. The sound expert

in our daily lives, the action is more like

and four-time Ted.com speaker says we only retain 25 percent of what we hear.

‘The Flintstones,’” says social media

“Conscious listening creates understanding. We need to improve our listening –

expert and renowned entrepreneur Gary

listen consciously to live fully.”

Vaynerchuk. “This is the dawn of one-on-

Dean Petrulakis says that, in this new culture of business, listening to clients

one marketing. Our grandparents are

is essential to get on a deeper level beyond selling, beyond just transactions.

more prepared to be successful in the

“You have to always be listening, asking questions and empathizing – genuinely

next decade than we are, because they

putting your customers’ interests first – and understand their situations, and

understand the small-town rules that

then come back to them with solutions that they need,” says Petrulakis, senior

businesses are being built on today.”

VP of business development at Rider Dickerson, a century-old, Chicago-based

So if old-fashioned marketing strategies are more effective, maybe market-

print and digital solutions company known for its creative thinking and excellent client service.

ers should be asking themselves, “What

Petrulakis says it’s all about knowing what your customers want to accomplish. “It

would the milkman do?” Here are four

always starts with that. And, sometimes, we have to help them identify what they

engagement strategies to consider.

are trying to accomplish and shape their communications strategy accordingly.”

P20 CANVAS June 2013

Lessons from the Milkman No. 2 – Be More Personal The milkman didn’t deliver a standard gallon of milk to everyone on his route.

His deliveries were customized according to each customer’s preferences, household size and lifestyle. When the dairy introduced a new product, like whipping cream or buttermilk, the milkman had a pretty good idea which customer would be inclined to add it to his delivery list. He would make personal recommendations accordingly.

Today, there is an increasing array of potential tools to engage your target market, and new tools are being developed continually. By using what you know about your customer, all of these tools can be personalized to make the message more relevant and increase the engagement potential.

Larry Zusman, an expert in direct marketing and the new director of video personalization at XMPie, says

“ Conscious listening creates understanding. We need to improve our listening – listen consciously to live fully.”

a variety of different personalized

– Sound expert Julian Treasure

media and engagement strategies are being used today. “It’s all across the map, but the strategy that is taking hold is a true multi-channel integrated approach. The media that is used continues to evolve and change and become more adaptive to the new technologies that arise.”

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The New Old-Fashioned Rules of Engagement

Lessons from the Milkman No. 3 – Deliver Value

Lessons from the Milkman No. 4 – Be Courteous

For one-car families without a cow

each customer endearingly with pleasantries such as, “Good morning, Mrs. Smith.

or convenient grocery store, regu-

How are you?”

The milkman likely knew the names of every customer on his route and addressed

lar milk delivery was invaluable and

He also used “please” and “thank you” liberally, showing a genuine concern for

sales grew. Maybe if the broccoli

each customer. Vaynerchuk’s New York Times and The Wall Street Journal best-

industry had made home deliver-

seller, “The Thank You Economy,” suggest that, at its core, social media requires

ies, broccoli would have became

business leaders start thinking like small town shop owners, where every employee

a

is comfortable engaging in authentic, courteous customer service and aims to build

three-times-a-day

diet

staple.

Who knows?

long-term personal relationships with customers. Not unlike the milkman.

Print companies that have evolved

“Make a point of calling and thanking your customers for their business,”

into marketing service providers are

Vaynerchuk says. “Word-of-mouth is the best marketing, and social media carries

successful because they make them-

the word dramatically further.”

selves invaluable to their clients. “If

Meanwhile, The Wall Street Journal reported last year that the dairy industry

printers aren’t adding value to their

was using a multi-channel, integrated marketing strategy to pump up slumping

clients, then they don’t deserve to

sales. Print ads directed readers to go to the GotMilk.com website, run by the

stay in business,” Vaynerchuk says.

California Milk Processor Board. Visitors to the website were greeted with a series

“Print has to find cost-effective ways

of interactive games that explore the “science of imitation milk,” a parody of soy,

to tell stories and become the match

almond, rice and other nondairy milk products.

that lights the fire – the springboard that leads to engagement.”

One way that Rider Dickerson provides value is through printForum, an educational resource provided for marketing professionals. “We strive to be a valued resource for knowledge and innovative print solutions through our collection of educational articles and publications, and via our thoughtprovoking and engaging seminars,” Petrulakis says. “We build trust with our clients and help to lead and shape the marketplace.”

Chris Price, VP at Graphic Arts Show Co. (GASC), a trade show management group, says today’s engagement strategies are in flux. “Many foundational events are still the basis for engagement, but exhibitors and sponsors are looking for added engagement around those events with new events,

meetings,

receptions

and

sessions, in addition to the show floor booth engagement.”

Price says GASC has adapted and is providing more valuable engagement at its exhibitors’ booths and around trade shows like the upcoming PRINT 13 show in Chicago this September. “Our show has strategically built a co-location plan and has grown from two co-located events in 2009 to 62 co-located events at PRINT 13 – with more being confirmed.”

P22 CANVAS June 2013

The technology is 21st Century, but the prominently featured iconic glass milk bottles are definitely a throwback to the glory days of the milkman.

“ You have to always be listening, asking questions and empathizing – genuinely putting your customers’ interests first.”

– Dean Petrulakis, VP of Business Development, Rider Dickerson

E n c o u r a g i n g

c r E at i v E

m i n d s

Founded in 1996, The Electronic document scholarship Foundation (EdsF) is a charitable, non-profit, that engages in programs designed to attract the best and brightest to the industry. By granting scholarships, fostering education, promoting research, recognizing leaders, encouraging innovation, and garnering and disseminating knowledge, we are helping build the next generation of digital content and delivery professionals.

SCHOLARSHIPS

RESEARCH

EduCAtIOn

EdsF’s scholarship program makes it possible for students to receive the education necessary to pursue careers in the document management and graphic communications industry. What sets EdsF apart from other Foundations is the international scope of our operations.

EdsF sponsors academic research grants and partners with major industry research firms to provide businesses with cutting-edge data on trends in the document management and graphic communications industry. since 2001, EdsF has provided 30 research grants, developed a grant/mentor program and published over 25 white papers.

Through recognition of leading educators and educational programs worldwide, EdsF continues to build awareness about career opportunities in the industry, while ensuring that businesses have a talented pool of applicants to recruit.

more than ever before, there is a critical need for individuals and companies to support the future of the document management and graphic communications industry. EdsF’s scholarship program enables students to receive the education necessary to pursue careers in the industry, while providing much needed assistance in offsetting the ever increasing financial burden. Please join us as we work together to provide our future business leaders with the skills and knowledge necessary to shape our industry for years to come.

The Electronic Document Scholarship Foundation For more information visit www.edsf.org or call +1 817.849.1145

Great Integr P24 CANVAS June 2013

O

ne of M&A advisor John Hyde’s biggest frustrations over the years has been how buyers and sellers in the printing and graphics communications industry overlook obvious signs that their corporate cultures just don’t mix. He remembers traveling to visit a prospective acquisition with a client a few years ago.

“We were still in the car in the parking lot and I saw it was not a good fit,” says Hyde, a lawyer who runs the M&A advisory practice at the non-profit National Association for Printing Leadership (NAPL). “The selling company was quite frankly a dump, and the acquiring company always ran a very clean, organized and efficient facility. It was really obvious to me that the chemistry was not there, but the principals went to meeting after meeting after meeting.”

Eventually, the client moved on, but Hyde says the principals could have saved themselves a lot of time if they had focused earlier on what he calls chemistry. “The transactions that occur in the commercial printing industry are not based on abstract numbers,” says Hyde, who has consulted on more than 100 transactions since 2007.

“These are real companies with real people. They tend to take on the persona of their leaders, which is why it’s so critical for the principals of each business to get along.”

ations Your guide on how to merge cultures

Sponsored by

CANVAS P25

Great integrations

Mergers and acquisitions can turbocharge growth by catapulting companies into new markets and help them leapfrog competitors. They have played a significant role in the consolidation of the commercial printing industry, where the number of shops has declined by 4,848, or nearly 19 percent, since 2007, according to NAPL. Yet study after study has concluded that most mergers and acquisitions fail to deliver expected financial results and many researchers lay blame on a failure to integrate corporate cultures.

For commercial printers, the biggest integration challenge often lies not so much in absorbing employees, but in retaining and building on customer relationships acquired in a transaction.

For commercial printers, the biggest integration challenge often lies not so much in absorbing employees, but in retaining and building on customer relationships acquired in a transaction.

Start at the beginning Hyde argues successful integrations start at the earliest stages of M&A discussions, and should continue through the

ways Océ Customers Reap the Benefits Mal Baboyian, executive VP of Canon Solutions America, shares five ways Océ customers will reap the benefits of the new Canon Solutions America.

No. 1 – Research and Development The merger will deliver technological benefits because the organizations are building on each other’s innovations and sharing the cost of research.

No. 2 – Service cé has strong knowledge of the production printing market as well as the O requirements for mission-critical application service levels. Canon Solutions America will benefit from this expertise.

No. 3 – Workflow Software always has been a critical part of Océ’s solutions. The Canon line will benefit from the Océ PRISMA® workflow software for on-demand printing environments.

No. 4 – Customer Focus

Mal Baboyian Executive VP of Canon Solutions America

Canon Solutions America will be customer focused – partnering to ensure it understands its customers’ unique business needs, applications and workflow to help them streamline their operations, identify new revenue streams and build customer loyalty.

No. 5 – Financing Canon clearly brings financial strength to Océ. Access to Canon Financial Services Inc. – a wholly owned subsidiary of Canon U.S.A. – for financing and leasing of commercial equipment will simplify equipment sales and acquisitions for existing Océ customers.

P26 CANVAS June 2013

Great integrations

“ It’s critical to explain to customers how the acquisition will result in better customer service and stable pricing.”

– Bill Barta, President & CEO, Rider Dickerson

due diligence process right up until closing. He recommends starting exploratory

If, at this stage, the parties deter-

talks with a series of informal questions to ferret out not only strategic fits, but

mine there’s a strategic fit, discussions

also chemistry. Initial discussions can surface potential integration issues early on

turn to negotiating the terms of the

if principals ask the right questions. Hyde suggests the following:

deal. This typically results in an earnout agreement that ties some of the

• What is your timeline for exiting the business?

seller’s compensation to future finan-

Both buyer and seller must identify each other’s objectives early to avoid wasting

cial results and often stipulates the

time. For example, is the seller looking to retire and exit the business immediately,

terms of their employment during the

or is he willing to stay on for a few years to impart his knowledge and connections?

transition period.

Hyde has worked on many deals where the buyers are younger and want the seller to remain involved for the sake of customer continuity.

During due diligence While the earn-out agreement and

• In which types of accounts and jobs do you excel?

resulting letter of intent should miti-

This gives each party a chance to brag without asking them to divulge specific

gate the primary risks of a transac-

customer information and can set a positive tone for the next two questions.

tion, they merely kick off another critical phase for both parties –

• Where would you like to be stronger?

the due diligence process. During

This is an indirect way of identifying the other party’s weaknesses and where your

this phase, it’s essential the acquirer

company can add value.

meet directly with the seller’s key accounts to confirm not only their

• How are you doing?

status, but how they like to do

This is an open-ended way of getting the other party to share sensitive informa-

business. This may reveal impor-

tion about his or her financial condition and outlook.

tant differences in corporate culture never recognized or divulged by the seller.

“People communicate with customers differently,” says Bill Barta, president and CEO of Rider Dickerson, a Chicago company that has acquired three businesses since 2001. “Sometimes the culture of how you deal with customers is not the same.”

Of course, the easiest and best way to ensure continuity is to recruit

the

sales

and

customer

service employees who own the key customer relationships. A well-written earn-out of agreement will ensure the seller/owner works hard to woo those employees.

P28 CANVAS June 2013

After the close Nevertheless, the acquirer must be prepared to move swiftly upon closing to head off the inevitable speculation and rumors that a merger or acquisition will trigger.

“In the printing industry, what makes it (mergers or acquisitions) particularly uneasy is that employees know that most printing companies are not sold as a going concern,” Hyde says. “That makes them concerned about losing their jobs.”

When partners Canterbury Press acquired digital printer Printing Partners in 2008, partners Jim Solmson and Allan Daniels followed a tightly choreographed sequence of meetings.

On Day One, they called a meeting with all Canterbury Press employees

Successful integrations start at the earliest stages of M&A discussions, and should continue through the due diligence process right up until closing.

to announce the deal. On Day Two, Solmson and his human resources manager met one-on-one with seven Printing Partners employees to offer them jobs and address any questions they might have about benefits. On Day Three, Solmson called on five of the acquired company’s key accounts.

“Keeping sales people, and keeping the owner who was in sales himself, solidified that these accounts would make the transition,” Solmson says. “This assured that it would be transparent to customers that Printing Partners was not just being sold, but becoming part of a better company.”

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wItH teCHnOlOGy Commercial Printers In-Plant Printers Transactional Printers

InteGrAte SOlUtIOnS

COmmUnICAte ACrOSS All CHAnnelS

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13 September 8–12, 2013 McCormick Place | Chicago, IL USA www.print2013.com

Co-located show:

Great integrations

Canon and Océ: Stronger Together Canon and Océ have been uniting their operations since Canon announced the takeover in 2009. (See 5 Ways Customers Reap the Benefits, page 26). This unification took place on Jan. 1, 2013 with the formation of the Canon Solutions America Inc., which reports into Canon U.S.A. Canon Solutions America has three distinct divisions: Enterprise Services and Solutions (ESS); Large Format Solutions (LFS); and Production Printing Solutions (PPS).

Mal Baboyian assumed the role of executive VP for Canon Solutions America responsible for Production Printing Solutions and Large Format Solutions Groups. With more than 30 years of sales and executive experience at Océ, Baboyian has been instrumental in transforming the company into a market leader.

With hands-on experience on the front line, Baboyian will continue to lead the Production Printing Solutions division with a strong customer-driven perspective and a thorough understanding of the overall document imaging market and industry.

“The Océ and Canon culture and philosophies were synergistic, and this was an important foundation for our successful integration,” Baboyian says. “While Océ had practiced Canon’s corporate philosophy, Kyosei, long before the acquisition, we readily adopted the philosophy because it was already in our blood.”

Kyosei is a Japanese word that means harmoniously living and working together for the common good. That’s the heart of the Canon Solutions America brand, business and sponsorship activities.

“While Océ’s company name changed to Canon Solutions America, and Océ Production Printing became Production Printing Solutions, everything else associated with the Océ production customer experience is largely unchanged,” says Baboyian on the integration as it relates to existing Océ production printing customers. The products will continue to be branded Océ based on our long-term reputation for quality and service.”

It’s critical to explain to customers how the acquisition will result in better customer service and stable pricing.

To ensure that happens, Barta often errs on the side of over hiring. “To transition customers, you not only have to have incredible service, but you have to be prepared to charge the same or less than the acquired company.

You may be able to find options for increasing prices later, but it’s important to keep prices status quo.”

Measuring success Ultimately, the success of a merger or acquisition is measured in dollars and cents. To cover borrowing costs, raise capacity utilization and grow profits, a transaction must result in more revenue. According to the global accounting firm Deloitte, exceeding revenue-growth targets by only 2 to 3 percent can offset a 50 percent failure on cost-reduction.

By that measure, Jim Solmson judges Canterbury’s latest acquisition a success.

In the three years since acquiring Printing Partners, Canterbury’s digital sales have

Here’s what Océ customers had to say about Océ becoming Canon Solutions America: • Océ now has the power of the Canon brand, and strength of their financial position. With this new company, we expect we will see outstanding new levels of R&D and training resources.

reached 25 percent of total revenue, up

• Océ has always demonstrated high value for their customer relationships and we don’t expect that to change.

sales person.

from 5 percent before the merger. Five of the seven employees brought over in the acquisition remains at Canterbury.

Printing Partners former owner sold $1 million in business in 2012, making him

Canterbury’s

most

productive

“By acquiring Printing Partners we were able to quickly add web-to-

• Océ has expertise in production printing. And that, teamed with Canon’s philosophies and cultures, will be synergistic in the long term.

print online ordering, high-speed black and white digital duplication, mid-production digital color and wide format printing,” Solmson says.

In short, their customers believe they are “Stronger Together.”

Baboyian says, “We believe it too, and we know that, together, with our customers, we can do anything.”

“Those services were of tremendous benefit in bringing Canterbury Press immediately to prominence in digital technology.”

P30 CANVAS June 2013

Sales

startup “P

By Linda Bishop

rinting is changing.” Well, “duh,” for anyone who

hasn’t been trapped on a desert island without a

smartphone for the last five years. The changes

are obvious. According

to recent research from independent industry research provider IBISWorld, there were less than 26,200 printing

Do you have what it takes to take the entrepreneurial road?

companies in 2012. And, more than 450,000 jobs have been lost as a result of plant closures during the last five years.

If you’re not retiring in the next five years, what are you doing to guarantee your career stays viable?

P32 CANVAS June 2013

CANVAS P33

Sales startup

Maybe it’s time to kick your entrepreneurial brain into gear and be a sales startup.

Startups are fledgling businesses that create fresh value for a market. You need to think like a startup if . . .

• You need more customers because current accounts are buying less • The sales funnel is empty enough to cause daily discomfort • Prospects don’t seem to care when you talk about your company’s value.

Successful startups begin with questions. Eric Ries is a successful entrepreneur and CTO at IMVU, a social entertainment company that connects users through 3D avatar-based experiences. IMVU is Ries’ third startup. He’s also the entrepreneur-in-residence at Harvard Business School. In his book, “The Lean Startup,” Ries offers insights for salespeople who want to sell and earn more. He lists several important questions all startups must answer: • What should I build?

• Who wants it?

• What market could I enter and dominate?

• How could I build durable value that isn’t subject to erosion by competition?

• If I find a solution to customer problems, would they buy it?

• Would they buy it from me?

Don’t spew bland superficialities about quality and service. The answer is critical to your success and survival.

Ries says startups are catalysts that transform ideas into products. They operate in an environment of extreme uncertainty. Validated learning drives growth. You make an assumption, take action, and find out if you were right or wrong, based on positive improvement in pre-determined core metrics.

If all this sounds good in theory, here’s how you can put your plan into practice. Start with a personal business plan. Taking time to put your thoughts on paper will give you a competitive edge in the marketplace; provide “ah-ha” insights; and bring clarity to daily decisions. Your personal business plan is a tool for sharpening focus, setting priorities, learning from assumptions and improving selling outcomes.

Your plan should address: • The business you’re in • Goals • Selling philosophy • Industry overview • Core competencies for you and your company • Product and service offerings • Who your customers are • Who your competitors are • Your strategy to reach and sell your market.

P34 CANVAS June 2013

“ Without promotion something terrible happens – nothing.”

– P.T. Barnum

The Business, Your Goals and Philosophy The odds are good you’re already working for a business, not inventing one

Consider these two salespeople.

from scratch. This enterprise delivers products and services to a defined market.

Chris is extroverted, funny and loves

Equipment exists, and past investments mean you’re dealing with a preset pricing

meeting with customers. He enjoys

structure. So, what can you change?

getting

to

know

people,

learn-

ing about their goals and helping Here are four areas:

them solve their problems. Chris-

Area No. 1: Y our target market, including who they are, what they need and

tine is introverted but driven. She’s

how you’ll reach them Area No. 2: The message you deliver, including ways to improve the content and deliver it more frequently Area No. 3: P ersonal promotional efforts to ensure you stay top of mind with prospects and customers Area No. 4: Service aspects, because this represents a large part of the value equation for your customers.

thoughtful and is a great listener with many loyal customers. When it comes to follow up, she’s organized and relentless.

Both are good salespeople, but for different reasons. Both can sell more by understanding how to make the most of their natural talents and abili-

Focus on your company’s strengths and your personal core competencies. What’s your company good at? What are you good at? What natural talents do you have?

ties, and linking them more strongly to their company’s offerings.

CANVAS P35

Sales startup

Your personal business plan is a tool for sharpening focus, setting priorities, learning from assumptions and improving selling outcomes.

Are you an expert?

Who Are Your Customers and Why Do They Choose You? At 8 p.m., a customer named Jane remembers she must order 500 pocket folders for a big event. Does she go online to her online printer, input the specs and upload the art? Or does she type a quick message on her smartphone and ask you to call her in the morning?

The outcome for the 500 pocket folders is the same, but Jane has several routes to achieve it. What makes customers like Jane choose you?

Don’t spew bland superficialities about quality and service. The answer is critical to your success and survival. If your goal is to be a top earner, your answer must be better than your competitors’.

Jot down all your thoughts about benefits and features of your company and

Someone sent me this question in

you. If you read over what you’ve written, and it looks frighteningly generic, it’s

an email recently: “Larry, do you

time for market research. This is fun, because researching takes you out of the

consider yourself an expert?”

office and puts you in front of current customers.

Absolutely. But I’m not an expert on leadership, though I have led many successful organizations. I’ve led some

Dig deep using the “Five Whys” technique. The strategy, used by practitioners of the Six Sigma, helps identify the root cause of a problem. The technique is simple: Ask your customers, “Why?” five different times.

Here’s an example of how that strategy works if you sat down with Carol, a buyer for one of your long-time customers.

into stardom and one into bankruptcy. I learned the most from the one I sent into bankruptcy.

I’m not an expert at customer service. I can deliver both great and horrible service.

I’m not an expert at selling,

“ I value your business, Carol, and your opinion. Can you help me understand WHY you buy from us?

“Sure. Because you have great service at a fair price,” Carol says.

“WHY do you say we have great service?” “ Because you’re always looking out for me. I’m busy. I need someone to watch my back. That’s what you do. You don’t just take my order and run with it. You find ways to improve and still get it out on time.”

although I’ve been an awardwinning salesperson. I’m not an expert at money or financial success, but I have gone from bankruptcy to being a multimillionaire.

I guess all I’m really an

“WHY do you say we have a fair price?” you ask. “ I know you’re not the cheapest printer in town, but you’re reliable and honest.

I know I can trust you. If there’s a problem, you stand behind your work.

That matters.”

“WHY is reliability and honesty so critical for you in your job?” “ Buying printing is just one of the things I do. I don’t want to have to worry about

expert at is messing up and

it. I don’t want to police my vendors to make sure they’re treating us fairly and

learning from it. I pay attention

doing what they promised. Bad print vendors waste my time, while you help me

to my mistakes. I have become

be more productive,” Carol says.

an expert at not making the same mistake twice.

Larry Winget, No Time for Tact

P36 CANVAS June 2013

Carol started by saying she appreciates great service at a fair price. That’s pretty generic. But by digging down, you learned great service at a fair price means reliability, honesty and someone to watch her back. This is a big benefit.

Choosing you makes Carol’s life more convenient.

Do you think there are lots of other customers like Carol who are looking for printers that can provide high levels of convenience for printing buyers? Absolutely.

Sell Like P.T. Barnum Once you’ve thought through your new message, try the P.T. Barnum treatment – promote, promote, promote. In his time, Barnum was known as the Shakespeare of advertising. The man who created the “Greatest Show on Earth” once said: “Without promotion something terrible happens – nothing.”

Once you have your startup plan in place, be sure your audience is aware of it, or nothing will happen to you. Regularly promoting your company involves three simple steps.

Step

Step Set up an excel spreadsheet with all your customers and prospects

Step Mail them a letter with a sample once a month and tie that sample into important benefits with real value for customers

Follow up, get appointments and sell

Is it time for you to leave the status quo behind and do something new? Use this information to think like a startup, reinvent your sales career, and achieve the next level of success.

Linda Bishop, a longtime veteran of the commercial printing industry, is the founder of Thought Transformation Inc. (www.thoughttransformation.com), which trains and consults companies and sales professionals on how to sell more and reach their full potential. You can reach her at lindabishop@thoughttransformation.com.

It’s all in the

‘asking’ Your five-step formula for handling ‘do-nothing’ prospects

By Brian Sullivan

A

warm prospect reaches out and wants to hear

conclusion. That mentality is designed to reduce any pres-

about your solution. You set an appointment, do

sure your prospect may feel.

your homework and show up prepared to put on a

Unfortunately, the result often reduces your responsibility

five-star performance. You build trust, engage him

and potential impact on the end result. Truth is, a third of

with questions and offer a solution you know will make him happy.

your prospects are going to buy from you whether you stink

In the end, your prospect tells you he likes what he’s hear-

at sales or not. And a third are never going to buy from you

ing and asks that you follow up with him next week. You leave

regardless of how good your solution is. That means you’re

behind your materials and head for the exit. The next week,

fighting over that middle third.

you follow up with a call. Your prospect says he’s still not ready to move forward.

The secret sauce to closing the middle third lies in two words: urgency and expectation.

“Try me next week,” he says.

It’s important to understand just how important a quick

You put it on the calendar. You call. Same response.

decision is. For every hour you spend chasing a customer

What happened? It all seemed so promising after your

who’s never going to buy from you, you’re sacrificing time

initial meeting. It’s a question we all ask.

that can be spent on other high-value activity. I’m offering

But how do you get the “do-nothing” prospect to do

five ways you can get people to pull the trigger quicker. And

something? It’s simple. Ask. Too many “solution” salespeo-

please note that pulling the trigger doesn’t mean you’ll get a

ple and sales “consultants” believe they should just offer

“yes” every time, it just means you’ll get the truth – whatever

solutions and advice, and let the prospect come up with the

ends up being quicker. It’s all in the asking.

Step

No.1 Step

No.2 Step

No.3 P38 CANVAS June 2013

Ask who makes the decisions and how they are made “early” in the sales presentation. Try: “Who as well as yourself is responsible for making decisions?” Don’t wait until the end. You don’t want to waste words on the wrong people.

Ask for a meeting with the high-level decision-makers. Don’t assume the person you’re speaking with has the buying power – even if he does. If he tells you he must take the decision higher up, ask for an audience with that person. Expect to be at the table where the real decision is being made.

Ask your lower level prospect what he thinks may be important to the other decisionmakers. Try: “What do the others need to hear to come to the conclusion that my solution is a good one?”

For every hour you spend chasing a customer who’s never going to buy from you, you’re sacrificing an hour that can be spent on other high-value activity.

Step

No.4

Ask what’s preventing you from moving forward after you get the dreaded, “We’re still thinking it over.” Face it: Sales isn’t for wimps. Why is it that so many sales “consultants” are afraid to pull the truth from the prospect?

Try something like: “Please help me to understand something. You mentioned that I addressed all of your concerns and that you believe my solution is a good one. The proposal meets your budget requirements, but there still is hesitation. What can I do to get you to move forward with this project and when?”

Too pushy? No. Remember, you’re not trying to be that guy. If you’ve done a good job of matching your solution to your prospects wants and needs, you’ve earned the right to ask.

By doing so, you’ll pull out an objection you can respond to. Or you’ll learn there’s an opportunity you need to give a rest for a while.

Step

No.5

Ask yourself how much you’re worth. Understand that your most valuable assets are your time and expertise. There is a cost associated with chasing opportunities blindly.

So, this month, focus on getting to “yes” and “no” faster. No more assuming. A quicker “yes” means a quicker commission. A quicker “no” means you have more hours to fill your sales funnel with new prospects, find new ways to delight current customers and more time to learn.

As president of PRECISE Selling, Brian Sullivan, CSP, delivers seminars and internet training programs on sales, customer service, leadership and presentation skills to companies of all sizes. To sign up for a free video training module on The Beauty of Questions, visit www.precisesellingonline.com. For seminar information, visit www.preciseselling.com.

The Parting shot

P40 CANVAS June 2013

Take Your Printing to the Next Dimension Copies of Print & are available on request from your Sappi sales rep, who can give you the back story on how many of the processes were achieved or arrange a group presentation by our graphic design and print production expert, Daniel Dejan.

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tap “Scan� in the upper right corner and hover

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