Canvas Magazine | Funding Change

supporting print sales & Marketing executives

October 2012

Impact Meetings It Takes Two Let’s Get Ready to Rumble

Funding Change How, where and why you can get the capital to help grow your business

Publisher mark potter > mpotter@thecanvasmag.com

marketing manager brandon clark > brandon@thecanvasmag.com

MANAGING EDITOR

michael j. pallerino > michael@thecanvasmag.com

ART DIRECTOR brent cashman

“ You are always going to find somebody to give you money. But when you start playing a game like that, the terms around the money you borrow come with a big risk factor.”

– Richard Miller, President & Owner, Fineline Printing Group

CONTRIBUTORS linda bishop, howie fenton, john foley, jr., graham garrison, jennifer matt, craig mcconnell, ryan sauers, brian sullivan

Editorial board chris petro GlobalSoft tom moe Daily Printing dean petrulakis Rider Dickerson

October 2012

david bennett Bennett Graphics

DEPARTMENTS

tony narducci O’Neil Printing

Publisher’s Thoughts

www.thecanvasmag.com

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P12

Tick Tock

Hall Bound Brown Printing’s Volker Petersen inducted into 2012 Printing Industry Hall of Fame

People News

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How to Retain & Motivate Your Top Salespeople P6

Adding to its Arsenal Standard Press expands in-house capabilities with HP Scitex FB 700

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All About Safety Mohawk’s Saybrook operation reaches safety milestones

5 Ways to Make Your Website Mobile Friendly @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 6, Issue 4. 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, 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.

The Corner Office

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Business Insights: Successful Companies Monitor and Change Their Value

Product Spotlight Seeing is Believing How NewPage is changing the premium paper value equation

Communicating: Your Brand of Communications Marketing Insights: Why your information must be your product It’s art. It’s a science. No, it’s Social Media.

It’s Girl Power Take that, banner ads

Plan B Growth Providing Financial Services to the Business Community Capital For What’s Next

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Book Recommendation The (Honest) Truth About Dishonesty

FEATURES P16

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Why print software technology projects means business and IT must work together

How meaningful sales calls can make a difference

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Let’s Get Ready to Rumble

It Takes Two

Funding Change How, where and why you can get the capital to help grow your business

Impact Meetings P36

Seven rounds to increase your presidential punch

CANVAS P1

Tick Tock

A

As the leaves change colors and the air cools, we’re again reminded that seasons come and go. As we

get older, they seem to come around faster and faster. When I look at my kids, I can’t believe how much time has passed. I can’t believe it was five years ago that I published the first issue of CANVAS. That just blows my mind.

Time passes quickly, and as much as we’d like it to stand still, we simply can’t control it. With the cold,

hard truth that time passes and change occurs, it seems curious that companies, people, and even countries don’t adapt and embrace change.

Publisher’s thoughts

If I were mining coal, I’m not sure I’d want my kids to do it. If, over the course of time, the number of substi-

tute products for what I sold had increased, and there was little margin left in what I offered, I wouldn’t be clinging to it for dear life. The goal would not be to create jobs just for the sake of creating jobs.

Strategy is not born out of clinging to the past. As much as we may care about others, sometimes

strategy comes with difficult decisions. The idea that we simply can create jobs doesn’t make sense to me. Building things just to build things is not progress. To get what we want, we must do it indirectly.

We must build markets, create efficiencies and generate profits, so that new worlds, new ideas and new solutions can be created. Nation building cannot work. It creates mediocrity, not progress.

Strategy is not born out of clinging to the past. As much as we may care about others, sometimes strategy comes with difficult decisions.

Imagine gathering your team in the conference room for a strategy meeting. You focus on selling more print, keeping employees and making payroll. A month later, layoffs occur. You wonder what happened. You thought that everybody knew what needed to be done; the sole focus of making more money immediately would create real results.

Now, imagine that same meeting. This time, the focus is on the marketplace. The conversation is not about your employees or your bottom line. It is about ideas: where your clients are going and how to help them get there.

A month later, while sales may not be higher, several proposals are in the pipeline, new services are being discussed and a general sense of hope prevails. Sure, you might have to eliminate a few jobs, but only because the market determines real efficiency.

Strategy takes time, but time moves fast. Therefore, the people who forgo real change and strategy in exchange for short-term gratification are being hasty. Our cover article, Funding Change, details how our future lies in the hands of those who are willing to take risks. And, while compensation financing is a critical issue, those who find ways to move their entities forward, regardless of the economic climate, will find success over time.

Maybe Wilma Mankiller, the first female principal chief of the Cherokee nation, said it best: “The cow runs away from the storm, while the buffalo charges directly toward it – and gets through it quicker.”

So, as time marches on, and the economic environment remains, don’t prolong the torment.

Be the buffalo.

Warmest regards,

Mark Potter Publisher Twitter @markricepotter

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CANVAS October 2012

Ricoh’s TotalFlow Solution Driving the future of digital production workflow.

At Ricoh, innovation means more than offering industry leading equipment and software. That’s why we created TotalFlow, our one-of-a-kind solution designed to give you easy access to revenue-generating solutions from web-to-print to personalization, document and job management, multichannel marketing and much much more!

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.

www.ricoh-usa.com

JOIN US!

human capital

I

How to Retain & Motivate Your Top Salespeople

By Craig McConnell

It’s not “brain surgery” or “rocket science.”

be the only determinate. If a candidate’s levels of assertiveness,

And it really isn’t a “secret.” If you get the right

imagination, social need, competitiveness and sensitivity (as deter-

people in the right places doing the right things,

mined by the assessment) don’t compare favorably with your top

your sales results can be amazing.

producers, move on to the next candidate.

So, how do you do it? How do find these

In most cases, top salespeople are pretty well compen-

“superstars?” More important, how do you

sated (or they should be). Are they looking for more than a

guide the “right” superstars toward success at

paycheck? Absolutely.

your company?

For starters, you must hire smarter.

The era of “hire and hope” is over.

Soap box time: Every sales organization needs to know exactly what the success profile of their top producers looks like.

Your top producers know they are the top producers, and they will do whatever it takes to stay that way.

As a part of the interview process, you must evaluate what drives and motivates

Believe it not, they’re looking to be managed. They want a

a candidate, and then compare his behavioral

clearly defined career path, which means similar to their non-sales

assessment to your top performers’ profiles. An

brethren, they’re entitled to quarterly performance reviews based

analysis of the behavioral assessment should not

on more than just making their numbers.

10

ways you can keep your top salespeople now

Everybody wants to feel wanted, even your top salespeople. Here are 10 things you can do now to make them want to stay with you for the long run.

No. 1 Give them autonomy: Top salespeople want and expect a degree of freedom. Your most successful ones are going to be self starters, so let them run.

No. 4 Give them negotiating autonomy: Your customers prefer working with salespeople who have the authority to make decisions on the spot.

No. 2 Give them recognition: While they seldom will admit it, most people thrive on recognition, so give it to them privately and publicly.

No. 5 Give them cuttingedge sales technology: Top salespeople recognize that selling is an art and science, so give them the sales aids they need (think PDAs, contact management software, etc.).

No. 3 Reward them: Be creative when considering special perks for your top producers.

Remember: What gets measured gets done.

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CANVAS October 2012

No. 6 They need to have pride in the company: People want to work for and be part of a winning team. Success is tied to believing in the company, so manage them accordingly.

No. 7 Hold them accountable: Make sure you set clear standards and expectations.

No. 8 Listen to them: Many employees leave their jobs because they don’t feel like anybody listens to them. Become an active listener and solicit their opinions.

No. 9 Treat them with respect: Top salespeople work smarter and harder than average producers.

Remember: Everyone needs to be treated fairly, not necessarily the same.

No. 10 Show them you appreciate their efforts: Periodically, send your top producers a handwritten thank you note (not an email) that lets them know how much you appreciate their efforts.

Send it to their home so their spouses or significant others can see it. Don’t be afraid to consistently verbalize how much you appreciate their hard work.

Like professional athletes, they want to be coached. They want

support staff to help manage her existing busi-

to be exposed to new ways to learn and grow. If you don’t have a

ness. And they matched the competitive offer

sales manager who’s willing and able to coach, mentor and moti-

she received (actually, they sweetened it with a

vate your sales superstars, they’re going to look elsewhere.

stay bonus).

So, you don’t think they’ll leave? Check this out. One of my

But you know what? It was too little, too late.

clients recently changed jobs after she received an unsolicited

The bottom line: Your top producers know

call from a headhunter. (Don’t fool yourself, your top people

they are the top producers, and they will do

get these calls every week.) Without compromising her job, she

whatever it takes to stay that way. They expect

went through an extensive interview process. She ultimately

opportunities to develop their sales skills. They

received a solid offer.

demand smart coaching, strong guidance and

When she told her current employer she was leaving, guess what he did? For the first time, he went out of his way to tell her how

solid mentoring. They are lifelong learners. They always will prioritize perpetual improvement.

important she was to their long-term objectives. Every top exec-

Career development always will be a top prior-

utive in the company personally contacted her (a first). She was

ity for them, so you have to clearly define your

publicly and privately praised for her contributions and efforts on

training curriculum. The question is: Are you

their behalf (another first). They promised to give her additional

prepared to do that?

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.

Mobile media

5 Ways to Make Your Website Mobile Friendly

A

By John Foley

As the number of smartphone owners continues to rise, it is important for businesses of all sizes to ensure they are ready to reach that mobile audience. Yes, this applies to companies in the print industry.

Nowadays, your website should be playing a key role in efforts that generate leads and sales. That said, the mobile version

of your website should help contribute to those same activities.

Remember, your mobile users typically are looking for specific information, not just grazing and roaming from site to site.

Below are a few key factors to consider as you develop content for your mobile audience.

No. 1: T ake a Minimalist Approach

No. 2: Design Factors

No. 4: Make Sharing Easy

Keep that minimalist approach in mind

As you develop your mobile market-

With your mobile website, carefully

as you design your website. Naviga-

ing messages, focus on “shareability.”

pick and choose the kind of information

tion should be kept simple. Informa-

Read: You want it to be something

you provide. It doesn’t matter whether

tion never should be more than three

that’s worthy of sharing. You want your

you’re using responsive design or build-

clicks away. Buttons should be obvi-

mobile users to think, “Hey, this is

ing a separate site; the content on your

ous. Scrolling should be vertical, not

cool. I need to pass this along.”

mobile version must be tailored specifi-

horizontal. Avoid using frames.

cally to that audience.

Remember, your mobile users typically are looking for specific information,

Also, keep image use to a minimum

Make it as effortless as possible to either forward via email, post on

as it can bog down the load time and

Facebook, tweet via Twitter, etc. Don’t

suck up bandwidth.

be afraid to include links that encour-

not just grazing and roaming from site

age sharing. A lot of times, if you don’t

green light to skimp on actual content.

No. 3: U se the Location Factor

Give them what they are looking for.

Remember that, with mobile devices,

So the correct information is key – not

you can use location to your advan-

No. 5: Measure Everything

oodles of extraneous bits you naturally

tage. So your content should reflect

Never forget the importance of mobile

may add on your regular website.

that when possible. Delivery should be

marketing metrics. Track your efforts

coordinated with location whenever

and pay attention to what works and

possible. Everyone loves a deal, right?

what doesn’t.

to site. This doesn’t mean you have the

ask, they won’t do it. Plant that sharing seed and make it easy.

How about offering special pricing to users who visit your location?

Mobile isn’t the internet on a smaller screen. It involves different levels of responsiveness and buying patterns.

Test and retest. Tweak and re-tweak.

You will find mobile success as you develop content that’s tailored to the mobile audience in both the message and the actual delivery.

John P. Foley, Jr., is CEO and CMO of Grow Socially (www.growsocially.com). For more information, call John at 800-948-0113 or email him at support@growsocially.com.

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CANVAS October 2012

C a p i t a l f o r w h a t ’ s n e x t.

Plan B Growth looks at small business differently than banks. Traditional finance companies and banks rely extensively on owners’ personal credit score and personal collateral. Instead of focusing on one or two factors, looking for a reason to say “no,” we work hard to find a way to say “yes.” From online, retail, growing and mature companies we have options to help you grow your business.

In addition to business-focused underwriting, your application is evaluated in hours, rather than weeks, and your business is given choices about repayment methods and terms. This all may seem logical to you, but it’s news to our competitors.

We Offer: • Working Capital Loans: Secured and Unsecured

• Equipment Leasing

• Merchant Cash Advances

• Accounts Receivable Financing

• Bank Only Loans

• Purchase Order Financing

providing financial services to the business community.

www. p l anbgrowth. com 1825 Cox Road • Roswell, GA 30075 • 678.444.4119 (Cell) • 678.444.4159 (Fax) • chip@planbgrowth.com

Business Insights Successful Companies Monitor and Change Their Value

By Howie Fenton, NAPL

I

just returned from a nine-city speaking tour, during which I had the chance to talk with many commercial and in-plant printers. What I learned was that successful companies are monitoring which products are becoming commoditized, and then changing the value proposition of those products.

How are companies monitoring?

What does that mean?

At a high level, products either are becoming competitively priced

Some track bids versus awards,

or retaining their value. Successful

others measure price objections

companies are increasing the value

from customers, while others survey

of those commoditized products,

their customers. Tracking bids versus

reducing the manufacturing costs,

awards and measuring ojections

or creating new products or services

from customers are problematic.

with more value.

Here are two examples. A singlesided business card that you could purchase from an internet printer at a low cost might evolve into a two-sided card with a QR code on the back. Or the production of that business card might be automated to eliminate labor

At a high level, products either are becoming competitively priced or retaining their value.

with a web-to-print solution, branded,

Some bids are done only to fulfill a policy obligation to get three bids, which obscures the data. And getting beat up over the price doesn’t necessarily mean a customer is considering buying elsewhere, but aggressive bargaining has become part of some print buyer’s job description.

At the National Association for

and sold to individual companies on a

Printing

Leadership

(NAPL),

we

contract basis at higher volumes.

use surveys. Our eKG Competitive

While they can be rare as endan-

Edge Profile survey asks a printer’s

gered species, some products have

customers how they rate the printing

more perceived value and are more profitable.

company compared to their best alternative. That means instead of

They can be sold as stand-alone products or

simply rating customer service as seven out of 10, we ask your custom-

combined into a more valuable package. Large-

ers to compare your customer service against their best alternative

format printing is a good example of a stand-alone

(your strongest competitor).

product with greater profitability. During the last

So, instead of just getting a rating of seven and thinking you’re

decade, we have seen many companies bundle

average, you could discover you’re rated a seven but your competi-

more value-added services with traditional print

tion is rated a nine by 75 percent of your customers.

products, including design, mailing or fulfillment.

With our Market Pulse survey, we ask customers how their needs

This isn’t really new. What is new is that some

are changing (direct mail to email), about their awareness of new

successful companies are better at this: They moni-

products (do you know we added…), and what the likelihood is that

tor, measure and respond. They monitor which

they would use new features (web-to-print ordering) or purchase

products are becoming commoditized, and change

new services (QR codes). With both surveys, we have been testing

either the value proposition or reduce manufactur-

the Net Promoter Index as a new metric. Today, we can use it to

ing costs. They also monitor how their customers’

benchmark against world-class performance.

needs are changing and look for opportunities to

Together, these tools give companies a 360-degree view that

add more value-added products, such as shifting

encompasses opportunities for improvement with existing prod-

from addressing alone to offering mailing services or

ucts, and a measure of interest in new products and services. If this

variable data printing, or combining these with other

is an emerging feature of successful companies, how are you going

database services like pURLs or email marketing.

to monitor and change your value?

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 sell more value-added digital services.

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

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CANVAS October 2012

Communicating Your Brand of Communications

W

By Ryan T. Sauers

e communicate a message in everything we do.

organization can have. Quite frankly, it is the reason

One word we frequently use is “brand.” In addition,

customers will pay more for your goods and services.

we discuss brands that we prefer and those we do

Your brand can be referred to as the sum of key

not. Why? It’s simple. All of these brands stand out

ideas, emotions and perceptions communicated to

to us for some reason.

your audience and associated with your organization’s

Successful organizations recognize this and work hard to develop their brands through effective communications.

The process includes establishing valuable brand equity and a recognizable brand name in the eye of the beholder.

So, what does this mean to you?

Think about our instant recognition of Nike’s “Just Do It” or Apple’s “There’s an APP for That” campaigns.

These messages are effective in connecting a customer with the brand. The goal is to make the brand experi-

work. Your brand can be called the

Your brand can be referred to as the sum of key ideas, emotions and perceptions communicated to your audience and associated with your organization’s work.

“shorthand” for the identifying characteristics retained and recalled, when your stakeholders reflect upon their experiences with your organization.

To help simplify this subject, I have developed an acronym – RAND – that will help us better understand and examine the subject of a brand. A brand

ence personal in nature. For example, are you a McDonald’s or Burger

can be considered the barometer reading of your

King person? Coke or Pepsi? You get the idea.

Reputation, Attributes, Name and Distinctiveness.

The successful communication of your brand is the “now” and

This means it is the barometer or measurement

the “future” of your marketing efforts. It is not about you. It’s not

of your Reputation (which is all your organization

about what you offer. It never was. But it is about them – always has

stands for), your Attributes (which are the character-

been and always will be. All of this is covered in greater detail in my

istics others use when describing you), your Name

book, “Everyone Is in Sales.”

(which suggests something good, bad or indiffer-

This means that the way in which a printing, Marketing Service Provider, graphics and visual communications company communi-

ent when a person hears it) and your Distinctiveness (which makes you different/unique).

cates a message is of utmost importance. But remember: Building

So, the question is not whether we have a

a strong, recognizable, reliable and consistent brand takes time,

brand, because we do. Every organization has a

effort and commitment.

brand. Instead, the question is: What do you do

Simply put: Your brand requires a deliberate, purposeful and intentional strategy. This hard work pays off by creating something referred to as brand loyalty. That’s one of the most valuable assets your

with your brand?

In short, your brand is not defined by what you say it is, but what others say it is.

Here are five things you should consider that relate to the concept of “branding.”

1. Refrain from saying that “print is not dead.” Of course, it isn’t dead; it has simply changed, as has the entire

I don’t like it, unless, of course, you are

4. Determine what it is you are best

an excellent marketing organization.

at, embrace it, and then build and

3. D on’t become overwhelmed with

promote your brand around it. Shout it

world. I argue that print is more

social and emerging media. Remem-

from the mountain tops, print it, email

useful than ever. Trust me, I spend a

ber that it is all about the psychol-

it, tweet it, etc. But always be authentic

lot of time in the social media world

ogy, not the technology. These are

and researching communications.

simply new ways to communicate. If

5. Remember, your brand is the “extra

2. Don’t feel that you must refer to

in all of your communications.

you use them correctly, they will be

value” you provide – the reason a

yourself as an MSP (Marketing Services

tools – not the only tools – in your

customer stays with you over similar

Provider). While I have used this term,

marketing mix.

competition/offerings in the market.

When pondering your brand, determine what it is all about. Obtain feedback from those around you as a first step. Get 360-degree feedback from those who are closest to you as well as those who are not.

Once you know what your brand is, you can determine how you want to purposefully grow, change, re-frame, promote, and/or strengthen its position.

So, how do you define your brand? Does it matter? You bet. Remember: You have a brand, so start promoting it today.

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

Why your information must be your product

W

hen you scan the market-

content initiatives. Today, customers are

place, there seems to be one

in complete control and filter out any

key differentiator between

message that doesn’t benefit them in

organizations that are changing behavior

some way. Since that’s the case, organi-

successfully through content and those

zations must build solid relationships with

who aren’t. The difference: information

customers through the use of valuable,

as a product. Whether you sell products

relevant information. When they do, they

or services, the new rules of market-

will be able to sell the other products and

ing require that, along with everything

services that grow the top line.

else you sell, the process of delivering

This trend is happening now. As

consistently valuable information must

more businesses morph into media

be considered throughout the organiza-

companies, you’re seeing more compa-

tion as a product. Joe Pulizzi, founder of

nies hire full-time journalists. Some

the Content Marketing Institute, shows

traditional businesses also are starting

you why. For this article and more, visit

to purchase media companies. Take

www.contentmarketinginstitute.com.

Red Bull. Thanks to the Red Bull Media

So, what is content marketing as a

House, it has become a media company

product? When an organization views

that just happens to sell energy drinks.

its content marketing as a product, a

This is the new content marketing orga-

number of initiatives and processes are

nization of today.

inherently created around that product,

Your mission: make the “informa-

including upfront business planning,

tion as a product” concept your prior-

product testing, research and devel-

ity. If you’re a small organization with a

opment, product success measures

limited budget, find an expert journal-

(marketing

investment),

ist to oversee your content program. If

customer feedback channels, quality

return

on

you’re a mid-to-large organization, hire

control and product evolution planning.

an agency that understands storytell-

Successful companies such as Procter & Gamble and IBM have approached their content in a similar fashion.

We are talking [here] about what the skillsets are that we need for content marketers.

Strong analytical skills are always important, but greater emphasis will be put on communications, writing and creative skills.

Companies increasingly need strong hybrids that understand technology, but also have a sense of story and interconnectivity.

– Deborah Marquardt, senior VP of content strategy and partnerships for L’Oreal USA, on what type of team members it takes to drive a successful content model

ing (not paid media channels).

To be successful, your marketing culture must include a strong marketing

Why approach information as a prod-

and publishing core, as well as a keen

uct? Simple: Today, organizations have

understanding of how consistent edito-

no choice but to place that kind of

rial content can maintain or change

importance and processes behind their

customer behavior.

Here are three takeaways: 1. T ake the sitcom approach: Think about your content packages as a series, similar to a television show. Set up the pilot as a test. If it’s successful, roll ahead with the series.

2. L earn to tell your story: All product managers must be trained in advanced storytelling techniques. The power of your story doesn’t only revolve around your product, it also depends on the true needs and pain points of your target audience. Your product manager must be submersed in this.

3. Create your pilot team: Content marketing is not a hard concept, but it means thinking differently about how you communicate with your customers and employees. A full marketing makeover takes time, especially in a larger brand.

Find the storytellers in your marketing department and set up a skunk works operation as your testing ground. Focus on hitting a single or two, not a homerun. Once you do this, you can push it through the entire organization.

P10 CANVAS October 2012

She said it…

The number of additional votes a Facebook voter-turnout campaign generated nationwide during the November 2010 elections, according to a recently published study by University of California, San Diego, and the social media site.

The turnout campaign, which showed users photos of friends who already had voted, found that users were likely to vote if they saw photos of voters to whom they had strong social ties. Researchers believe the study is the first to show that social networks could have at least some impact on elections.

The percent of small business owners using social media platforms to promote their companies, according to a Manta survey. The study also found that 78 percent say online outreach is as important and effective as face-to-face meetings. But all is not as it appears. The survey also found that 58 percent of small businesses struggle to find value in using Facebook to promote their businesses or don’t have a page at all, while 25 percent said their company website drives the most business for them.

It’s art. It’s a science. No, it’s Social Media.

S

o, you use social media, but do you really under-

An Econsultancy and Adobe study found that 57 percent of

stand how to make it impact your bottom line? If you

companies around the world say the deepest level at which

answered no, you’re not alone. According to eMar-

they could track the effectiveness of social media marketing

keter, of the 90 percent of companies that market

was in terms of engagement, such as the number of

themselves on Facebook, only 12 percent say

followers, comments and time spent on social

they have a handle on the bottom-line ROI

pages. Even more agencies say this was the

generated by their social media campaigns.

deepest metric their clients could track.

The majority of companies and agencies

By comparison, few were able to track

surveyed say they’re only able to gauge their

bottom-line effects on revenues (12 percent of

campaigns’ success using “soft” metrics such

companies and 16 percent of agencies), or even

as “Likes,” “Comments” and follower counts.

the influence social media had on other marketing

According to eMarketer, nearly nine in 10 companies in the United States will market on social media this year, indicating that the channel has become almost a requirement for most brands.

channels, like search. And one in five companies say they still were stuck on the most basic of metrics only.

According to eMarketer, among U.S. companies with at least 100 employees, 83 percent will market on Facebook

But measuring success beyond soft metrics such as “engage-

this year, compared with just 53 percent on Twitter and 36

ment” still is far away for many, according to most research.

percent on YouTube.

It’s Girl Power

That’s what he said…

Surprise, or no surprise? That is the question when it comes to a new study of Facebook users in the journal, Science, showing that women have an easier time persuading men than other women in a social media setting. Using application adoption as a test, the study found that men were 1.5 times more likely to be influenced than women, but that men were 49 percent more influential on the whole. The study also indicated that influence grows with age and that people with a Facebook status of “single” or “married” were more than twice as influential as those who marked themselves as “in a relationship” or who used the description “it’s complicated.”

When the content is embedded in the conversation in incredibly simple ways, we have seen huge engagement. Adapt the campaigns to the moment instead of planning [your] campaigns for the future.

– Twitter CEO Dick Costolo on the immediacy and emotion of unfiltered media as a new marketing model

Take that, banner ads Are your customers going to click on your

10 percent more likely to watch an interac-

banner ad or a video? According to a recent

tive video ad (think a game or survey) in

study by digital advertising company Media-

its entirety, compared with a rich-media ad

Mind, the click-through rate for online video

that includes video. The study found that

is 27.4 times that of standard banner ads and

as the ad industry has adapted the Video

almost 12 times that of rich-media ads.

Ad Serving Template (VAST), the click-

The “In-Stream Benchmark Research”

through rate for such messaging grew to

study, which analyzed more than 3 billion

3.05 percent in the second quarter of 2012,

ad impressions globally during the first six

compared with 0.77 percent in the same

months of this year, found that users were

period in 2011.

CANVAS P11

People News Hall Bound

Brown Printing’s Volker Petersen inducted into 2012 Printing Industry Hall of Fame Since he joined the Brown Printing family in 1988, Volker Petersen has done a little bit of everything.

Starting at the RCPC Division in Riverside, Calif., he worked in a variety of roles in almost every Brown Printing and Gruner + Jahr printing facility throughout the United States and Germany.

The hard work has paid off. Petersen, president and CEO of Brown Printing Co., is being inducted into the 2012 Printing Impressions/RIT Printing Industry Hall of Fame.

Volker Petersen

The recognition is given to individuals who have made a lasting impact on the printing community through industry involvement and technology innovation.

Brown Printing Co. (www.bpc.com), which is owned by A Bertelsmann/Gruner + Jahr, works with premier magazine publishers and catalogers with premedia, printing, distribution and Integrated Media Solutions. Founded in 1957, it prints more than 900 titles for some 450 customers.

Adding to its Arsenal

All About Safety

Standard Press expands in-house capabilities with HP Scitex FB 700 During the last few years, Standard Press in Atlanta has invested more than $3

Mohawk’s Saybrook operation reaches safety milestones

million in capital improvements to help provide its customers with the highest

The Mohawk team has done it again. As

levels of efficiency and quality. Thanks to the installation of the HP Scitex FB 700,

of Aug. 30, 2012, Mohawk’s Saybrook,

Atlanta’s oldest independent printer just got bigger and better.

Ohio, converting center and warehouse

Today, Standard Press can produce a wide range of high-quality and high-

operation has achieved more than eight

resolution products, including point-of-purchase and point-of-sale materials,

years without a lost-time injury. Transla-

vinyl and retractable banners, indoor and outdoor signage, event materials,

tion: The employees at that facility have

trade show graphics and clings.

not had an injury that resulted in days

“ Based on the variety of marketing materials that can be produced on the HP Scitex FB 700, we believe the addition of this equipment will be extremely beneficial to our customers.”

– Andy Shulman, President, Standard Press

HP Scitex FB 700

away from work since August 2004.

In addition, the Saybrook facility received two awards at the Pulp and Paper Safety Association’s (PPSA) Annual Awards Banquet in June. The first – NO OSHA Recordables – was given to the team for completing a full calendar year without experiencing an OSHA Recordable Injury, while the second – Best One Year Safety Record – was awarded for the best record within the paper converting group.

“Saybrook is an OSHA Voluntary Protection Program (VPP) Site at the Star

Andy Shulman, president of Standard Press (www.stpress.com), says his

Level,” says Jason Meunier, manager of

company is ready for the enhanced capabilities the wide-format world offers.

the Saybrook facility. “We are extremely

“Our customers are stretched for time more than ever, and we feel there is

proud that our employees’ diligent

tremendous value for them to have one partner they can count on for their

efforts toward working safely and main-

offset, digital and wide-format printing needs.”

taining a safe working environment are

As a company that focuses heavily on customer needs, Shulman says that

yielding such positive results.”

Standard Press is committed to investing in new services, solutions and tech-

Mohawk (mohawkconnects.com) is

nology. “Based on the variety of marketing materials that can be produced

North America’s largest privately owned

on the HP Scitex FB 700, we believe the addition of this equipment will be

manufacturer of fine papers and enve-

extremely beneficial to our customers.”

lopes for the commercial and digi-

In addition, Standard added the Kongsberg XL, a computerized die-cutting system that exclusively handles the finishing of wide-format work.

As the oldest independent printer in Atlanta, the family-owned, third-generation printer opened for business in 1932.

»»

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P12 CANVAS October 2012

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P14 CANVAS October 2012

Why print software technology projects means business and IT must work together

P16 CANVAS October 2012

T

he print industry has been evolving its

I’ll say that again, just in case you

use of software technology for decades,

missed it. Software technology is part

from web-to-print, print management

of the solution, not the solution. I have asked some printers what their web

information systems (MIS) and produc-

strategies are, and they answered

tion workflow tools. Whether your business objective

with the name of the technologies

is top line revenue (web tools for customers) or cost

they deployed.

Technology isn’t the solution or the

savings (shop floor automation), software technology,

strategy – no matter what software

typically, is part of the proposed solution.

sales people say.

By Jennifer Matt

CANVAS P17

It Takes Two

The implementation of new technology or replacing existing technology is about 90 percent people project and 10 percent technology project.

We’re collectively delusional about technology’s role in business solutions. Buying technology does not solve your business challenges. I

describe this: spent lots of money, wasted lots of time and produced no perceivable business value.

wish it were that easy. Assuming you’ve already

Scenario 2:

been through several technology projects in

The solution is fully implemented, all tasks have been

your business, you know this couldn’t be further

completed, IT has launched the solution and exactly nobody

from the truth.

is using it. From an IT perspective, the project was delivered

Any sizeable project that involves the purchase

on time and on budget – the system works as designed.

and implementation of software technology is

From a business perspective – the system is a total waste of

uniquely challenging, because success requires

time and money.

the

active

participation,

collaboration

and

communication of two distinctly different types

Both scenarios feel too familiar. Maybe you are in the thick of

of people: business people and technical people.

something like this right now. Projects involving technology fail for

There is a language barrier. There is a perspec-

many reasons. I don’t intend to cover them all, because I want to

tive difference. There is a lack of meaningful

focus on a key aspect of projects that involve technology and how

communication. And there is, frequently, a lack

you can avoid huge misses like the ones described above.

of mutual respect.

Typically, the business person takes the roll of describing a business challenge, and then, once he throws it over the cubicle to the technology folks, it gets converted into technical talk. Now it’s an IT project.

When any technology is involved in a project, business people assume the project is an IT project.

When technology people run a project

Really? A business problem that

without collaborating and communicating

involves some IT gets overtaken by

with business, one of the two scenarios

IT? I believe this is one of the criti-

described above likely will occur. The

cal mistakes made every day in all

bottom line is that either no results have

businesses. Business steps back,

been delivered or, from an IT perspective,

so IT steps up, and then you have

the project is complete but provides little

an IT-centric definition of both the

value to the business.

problem and the solution.

Two things are happening at the same

What are the common symptoms

time: Business steps back and IT steps

when business and IT people don’t

up. Both need to step toward each other.

work and play well together? Let’s see if any of these sound familiar.

Scenario 1:

When you plan your vacation, it involves air travel. Do you ask a pilot to plan the whole trip? No, because air travel is but one component of your

The project is years late,

vacation. A pilot wouldn’t know how to

over budget and, from the

plan your vacation. Do you see what’s

perspective of the business,

happening here? Business is asking IT

there is virtually nothing to

to run the entire project, when the tech-

show for it. What if we asked

nical part is only a component (often, a

the business person at the

very small component).

beginning of the project what

I know technical people reading this are

his worst-case scenario was

freaking out right now. “You’re saying the

for this project? He would

technical part of implementing a software

P18 CANVAS October 2012

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It Takes Two

project is a very small component; no way.” Yes

IT and business people make each other uncomfortable, and

way. This is exactly what I know IT people would

both groups happen to be humans. Is it any wonder they frequently

say, because IT people only see technical parts

fail to collaborate, communicate and mutually respect one another

of the project. So, in their eyes (with the built in

on a business project that includes technology?

IT filter permanently in the “on” position), all they see is the technology.

The

implementation

What you need is a translator. The translator is the player who can play both sides of the field. Think of the translator as the best

of

new

technology

midfielder in soccer. This is a person who “connects” the defense

or replacing existing technology is about 90

and the offense. He can move back and defend, and he can turn

percent people project and 10 percent technol-

around and attack. In the world of technology I believe this person

ogy project. The people part requires a lot more

is the product manager: a respected individual who speaks both

attention, a lot more planning and a lot more

the language of IT and the language of business fluently.

time than the technology part does. The reason

He can tie the two groups together so that business objec-

this sounds so crazy is that the people part typi-

tives are converted to enabling technology solutions. The best

cally is left out all together (no change manage-

product manager in the web-to-print space happens to work

ment, no communication plan, etc.)

for me (I may be slightly bias). He approaches the problem by

Technology isn’t the solution or the strategy – no matter what software sales people say.

Solving a business challenge using software tech-

implementing a structured and strategic process for convert-

nology is, first and foremost, a human problem. At

ing business objectives into what are called “user stories,”

the core of the project, humans are asked to change

which are basically short sentences describing who needs to

their behavior in order to utilize new technology.

do what, and why.

If the project were defined as a human problem,

The result of this approach allows the business and IT people

would IT be a good choice to lead the project?

to keep talking in a language they can both understand. The tech-

Would IT volunteer for leading that project?

nical folks will go deeply into how to solve these stories; the “how” isn’t really relevant to the business, but the who, the what and the

Here’s my take on it.

why are critical to the business.

What’s the result when this translation really works? It is a thing

We’re humans; we want to feel smart; we want to

of beauty.

be comfortable; we specialize so we can feel in control

The business understands the project and stays engaged in the

around a certain topic. Technical people speak tech-

process of prioritizing the next most important thing to do. IT keeps

nical language, because it ties them together. When

context over the who, the what, and the why – they are better at

technical people feel uncomfortable or insecure,

formulating the how when they have context. The process keeps

they revert back to their comfort zones.

the two groups collaborating and communicating, which leads to a

Just observe it next time you’re in a meeting with

better solution that is created in partnership.

IT and business people. Both groups are speak-

This is a “results” focused approach to solving a problem. The

ing in their comfort zones. Business speaks about

user story is the result you want to accomplish. Humans tend to try

profit, margin, revenues and quarterly results. IT

to find the path of least resistance to a desired result.

talks about databases, APIs, web services and inte-

The alternative is to get buried in the morass of undirected and,

gration. Both groups are talking at each other in

often, frantic activity. Being busy does not necessarily mean you’re

their first languages. It’s actually humorous until you

getting any closer to a desired result. It’s like saying, “Just keep

calculate what it’s costing you.

driving, we’ll figure out where we’re going later.”

Jennifer Matt founded Web2Print Experts Inc. (web2printexperts.com), which partners with printers and technology providers to create new Scan To Read This Article on Your Mobile Device

revenue streams by leveraging a combination of innovation and technology expertise. Its services include sales/business development, strategic consulting, software development, integration, training and project management. You can reach her at jen@web2printexperts.com.

Follow her on Twitter @thewebandprint.

P20 CANVAS October 2012

Fu P22 CANVAS October 2012

R

ichard Miller is one of the lucky ones. In a landscape that has been far too cruel to businesses that practically have sold their souls to survive the economic rollercoaster ride that has defined the past few years, his company has been one of the exceptions.

Miller knows this. He credits the success of the

Fineline Printing Group, the commercial printing, graphics, fulfillment and mailing provider he started more than 30 years ago with $13,000 in savings, to a series of strategically planned

nding Change steps that involved nothing more than doing the right things at the right times. Maybe that’s why, when he upgraded the business during the last couple of years to things like IT automation,

facility improvements and marketing automa-

tion software, he was able to write a check from his capital reserves.

How, where and why you can get the capital to help grow your business

By Michael J. Pallerino

CANVAS P23

Funding Change

In an industry that has seen printer after printer

bottom line [etc.], you’re going to want to invest in fixed assets.

drift by the wayside, Miller was able to do what

You are always going to find somebody to give you money for

many others hope for – fund the changes neces-

those investments. But when you start playing in a game like

sary to keep growing the business. “We had

that, the terms that surround the money you borrow come with

done well, so we saved money for a rainy day,”

a big risk factor.”

says Miller, Fineline’s president and owner. “We

Nobody knows this better than Robert “Chip” Leas. For more

don’t have a lot of credit debt. And we are not

than 27 years, he served as the CEO in the commercial lending

using a line of credit. When things started to look

arena, with 20 of those years spent working closely with printers

like they were going bad, we prepared. I think

seeking funding. Ask him, and he’ll tell you there are opportunities

every printer should run their business like they

out there to secure the funding you need to grow.

run their family.”

One of those companies is Plan B Growth, which Leas helped

And, while Miller believes money is out there

start as a result of the U.S. economic downturn that hit in 2008.

for printers looking to fund changes to their

Since then, he has had a front row seat to how banks and other

businesses, it comes at a “borrower beware”

traditional sources of working capital stopped lending to small

type of proposition. “If you’re looking for

businesses. “Post 2008, the revenue compressions [loss in cash

money to survive, ask Mommy and Daddy

flow] that most businesses experience – anywhere from 25 to

first. If you’re looking for money to better your

30 percent – debt coverage was insufficient to cover the existing debt load, leaving the printer

“ You are always going to find somebody to give you money for those investments. But when you start playing a game like that, the terms around the money you borrow come with a big risk factor.”

– Richard Miller, President & Owner, Fineline Printing Group

unable to initiate and acquire new loans,” Leas says.

Today, the landscape is clearly cut: Printers lost revenues. The banks didn’t trust that loans could be covered. The access to funding dwindled.

That’s when companies like Plan B enter the picture. Leas says the company helps small businesses like printers navigate this new and frustrating

landscape,

providing

access to working capital loans, lines

of

credit,

business

cash

advances, equipment financing and purchase order financing. In most cases this is done without reviewing P&L statements or balance sheets.

You can’t always get what you want, but if you try …

And while the how why and where things went awry create an extremely complicated and played out story, Leas says the road to securing funding is clear. It’s out there, you just have to know where to look.

“The biggest enemy of today’s small business owner are the USA Today or Wall Street Journals of the world, because everybody reads them and thinks that rates are super low and that money is available,” Leas says. “That’s what the politicians are telling you in an election year, too. But I’m here to tell you that both of those things are untrue. Short-term operating capital costs you more money.”

Leas acknowledges that the economy is improving. That said, he also believes that there are smaller pockets of success available for forward-thinking printers that are not only willing to go outside traditional methodology and product/service offerings (think transforming from PSPs to MSPs), but also are willing to go outside traditional sources of capital to fund these moves.

P24 CANVAS October 2012

Funding Change

That’s because the game has changed. “More than 25 years ago, when the industry was defined by big presses churning out traditional product, a printer, for the most part, knew where it stood,” Leas says. “But 15 years ago, with the advent of the digital presses, the paradigm changed. We went from equipment that costs

“ The next six months will be an interesting time. I see rates coming down; I see more mainstream capital coming into this business.”

– Robert “Chip” Leas, CEO & Co-founder, Plan B Growth

millions of dollars (think assets) to equipment that costs a couple of hundred thousand. The digital presses were viewed as computers, and they just didn’t cost as much. This changed everything.”

Leas says many printers moved fast to make this transition. He also says they must have that same sense of agility when it comes to the financial side of the equation. “It goes hand-in-hand, because this new way of doing business (digital presses, marketing automation, etc.) includes how you fund your business.”

Money, money, money …

When it comes to funding, believe it or not, Leas says there is good news on the horizon. Two of those options include shortterm working capital loans and merchant cash advancements (also known as factoring).

Short-term working capital loans are just what they imply. They are short-term loans that, typically, have a maturity of one year

How to (kind of) get your money now You’re still trying to put all the pieces in place to finalize that transition from Printing Services Provider (PSP) to Marketing Services Provider (MSP), and you need more capital. So, where do you go. Robert “Chip” Leas of Plan B Growth has you covered. Following are some tips to point you in the right direction for funding your company’s growth.

Have a Game Plan: Before you ask any financial institution or lending company for any kind of money, you have to determine your needs. It’s all about knowing your business, Leas says.

Get your records together. Closely and carefully analyze your company’s value of acquisition or expenditure versus the costs. Understand your bank balances.

Find a Sensi: It worked for the Karate Kid. After you determine your needs, you must seek advice from a professional who knows the ins and outs of your industry. A lot of brokers are out there, but certain experts know how the game is played in the printing services industry.

That is the kind of person you want in your corner.

Form a Partnership: Along with Plan B Growth, companies such as On Deck Capital, Capital Access Network (CAN) and Kabbage can help you find what you’re seeking. Founded in 2006, On Deck Capital leverages electronic information, including online banking and merchant processing data, to identify your creditworthiness in minutes (traditional lenders typically take several days or weeks). It helps secure loans ranging from $5,000 to $150,000. The Capital Access Network develops and publishes a wide range of materials to facilitate a deeper understanding of what’s available and how each option might work best in your situation. Kabbage pioneered the first financial services data, technology and marketing platform for small and medium businesses that sell online. The company leveraged data generated through merchant activity across various marketplaces and channels to understand business performance and craft financing options that meet a client’s needs.

P26 CANVAS October 2012

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Funding Change

Today, the landscape is clearly cut: Printers lost revenues. The banks didn’t trust that loans could be covered. The access to funding dwindled. or less. The loans, which require the borrower

little or no collateral, or they just started their business. The key is

to make a personal guarantee don’t include any

to determine how much cash advances cost, compared with inter-

additional or specific collateral to secure the loan.

est on a loan or credit line. The discounts required on the future

It must be repaid within a range of 90 to 120 days,

sales can range from 18 percent to 45 percent. The programs are

to a year. These short maturity loans can help you

not considered loans, as the deal is a “purchase and sale of future

meet an immediate need for financing, without

income.” These transactions do not require a personal guarantee.

requiring you to make a long-term commitment.

That means that merchant cash advances are not bound by laws

Although costs are higher, there are no apprasial

that regulate lenders and limit interest rates. Instead of requiring

costs, legal fees or other closing costs.

regular fixed payments, they directly collect a set percentage out

Merchant cash advancements offer a lump sum payment in exchange for a share of future sales.

of your daily credit card sales, until they recover the advance and their premium, usually in fewer than 12 months.

These programs are available to business owners

“It really does take a lot of tenacity to make it in this new

that have strong credit-card sales, but don’t

economic landscape,” Fineline’s Miller says. “With a struggling

qualify for loans because they have bad credit or

and unpredictable economy, an uncertain political landscape and

A Printer’s View – 3 things you should know about lending Earlier this year, Bob Bennitt committed to refinancing the real estate and equipment loans for his company, Pace Marketing Communications. The City of Industry, Calif., printer had a 10 percent prepayment penalty that expired in May, so he had been looking forward to dramatically reducing his interest rate by taking advantage of the SBA 504A loan program offered through his bank, City National Bank (CNB).

His new loan is at half the previous rate and is fixed for 10 years with CNB and 20 years with the SBA portion. The equipment loan is an SBA 7A loan for seven years. “It’s adjustable, but it is much lower than the loan I was paying to GE Capital,” says Bennitt, principal of Pace. “I’m saving more than $40,000 per month, in total. That’s half a million dollars a year in cash.”

So, is there funding out there? Bennitt offers three things every printer should know about lending.

1. Lenders are in business to lend, but their terms reflect perceived risk. It’s vital to understand what allays their perception of risk.

Believability and trust are essential.

P28 CANVAS October 2012

2. Lenders hate to be surprised, so a commitment to straight talk and appropriate updates is helpful. Be prepared. Be on top of your financial plan, execution and performance.

3. Lenders know that stuff sometimes happens, but they need to feel confident in your ability to manage your business and your debt.

an ever-changing business model, it’s easy to be afraid. One month you’re killing it and doing awesome, and the next month you’re in the valley. That’s why you have to put a relentless effort into monitoring your fixed cost.”

Miller says the difficult decision for many printers is whether to fund something today that may take several years to pay off. “This is somewhat of a betting game. It’s not like you can plug it in and everything works. It takes time to reap the rewards. You should be investing from your internal reserves — everybody should. But many do not.”

Despite the perils of wading into the world of securing funding in today’s touch and go, politically charged (or challenged) world of securing funding, Leas says this remains an exciting part of the business. “The next six months will be an interesting time. I see rates coming down; I see more mainstream capital coming into this business. It most definitely is a growth industry, because companies like ours are filling that gap left by banks.

I would say that any business out there that cannot go to the bank or that has had a change in their banking relationship (lines pulled, limits dropped) should be looking and developing alternative sources of capital and unsecured lines of credit. That’s

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what we do at Plan B Growth.”

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Impact Meetings

G

et out a sheet of paper. Make a list of who you’ve seen in the last two weeks. Scan the list, and highlight the meetings that stood out. Did you walk away excited about a new opportunity? Which appointment represented a positive turning point in a relationship?

Was there a meeting that was just a big yawn fest? You showed up, went through the motions, and then walked out without making any progress.

Impact meetings create revenue growth. They are meetings that matter.

The best salespeople don’t depend on luck to have great meetings. They strategically plan to make impact meetings a regular occurrence.

How meaning ful sales calls can make a difference

By Linda Bishop

Impact meetings are forceful, strongly effecting revenues, because they: • Build or strengthen important relationships • Help you identify new opportunities with customers and prospects • Allow you to collect important information about decision makers, pain points or a specific deal • Create forward momentum on an existing deal • Help you close a sale

P30 CANVAS October 2012

Impact Meetings

Time Is Money

strengthen a relationship, which is built around mutual disclosure

During the six years I ran my consulting busi-

and effective communication.

ness, I met salespeople who were spending up

Strong relationships are necessary ingredients for many differ-

to 60 percent of their time on small clients who

ent types of sales. When a sale has a long buying cycle, purchasers

didn’t contribute significantly to their incomes.

favor people they genuinely enjoy spending time with, and who

When I cited this as a poor strategy for revenue

believe have their best interests at heart. When many players are

growth, one of two things happened. The sales-

involved in a purchase, a strong relationship can help you get the coaching you need to close the deal.

people looking for improvement agreed with my obser-

Look for ways to lunch more often with

vation. They changed their

prospects and clients. When people are

approach and spent less time

relaxed and enjoying themselves in an infor-

calling on smaller accounts

mal situation away from the office, they share

with minimal payoffs and

more information and provide better insights

grew their sales.

on new opportunities or new threats.

But the salespeople satisfied with their current sales

Identify Pain Points

and income continued to call

Buyers have plenty of problems — with

on the smaller accounts with

some being bigger than others. Big

The best salespeople consciously assess the value of the face-time they spend with individual prospects and customers. small payoffs. They were satisfied with where they

problems have a significant impact on an organization, resulting in

were and saw no reason to change.

reduced profits, higher costs or lower productivity. Impact meet-

Time is money, but also it is finite. The best salespeople consciously assess the value of

ings help you identify the big problems that customers will spend money to solve.

the face-time they spend with individual pros-

In this discovery phase of the sales cycle, buyer and seller size

pects and customers. If the customer’s poten-

each other up. The buyer wants to know if you have the expertise

tial value is high, a meeting has more impact. If

to solve his problem. As the seller, you ask questions to understand

the potential for big bucks is low, the meeting

the extent of the problem and determine if the person you’re talk-

might be enjoyable, but it won’t pay your mort-

ing to has the authority to spend money to purchase a solution.

gage, so to speak.

Impact Meetings Build Relationships People buy from people. More important, we all buy more from people we like. Sometimes the sole focus of an impact meeting is to build or

Measure Barriers Impact meetings assist you with time management in another way, when a customer lets you know the obstacles blocking the path to a sale. Common barriers include: • The person you’re calling on doesn’t have the authority to purchase the solution you’re discussing.

Selling tips you can use now

1

In an impact meeting, you identify the BIG problems a customer would be happy to spend money on to solve.

P32 CANVAS October 2012

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

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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.

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Impact Meetings

Every individual has his own unique set of hopes, dreams and fears. Impact meetings offer insights into who the buyer is at his core and what he cares about.

• The purchase will have to be vetted and approved by a group.

Some buyers are driven individuals who want to be agents of change within their organization. Others are skeptical about new

• The potential customer is talking to a competitor about the solution.

• No budget is available to buy a solution for the problem you’re discussing.

Discovering an obstacle, especially when it

ideas, especially when they originate with a salesperson. People make buying decisions, so it’s important to understand his mindset.

It may be that you have to change his thinking before you can make the sale.

Game-Changer Meetings

seems as large as Mount Everest, can be discour-

Customers have perceptions about your company and the

aging. Even so, it’s important to know what

services you offer. Sometimes those beliefs are out of date or

you’re up against. Impact meetings help you

incorrect. In a game-changer meeting, a customer may learn

realistically assess the odds of success, so you

you could do more for him or that you can do something better

can determine the best place to spend your time.

than his current supplier. He becomes aware of a new area of expertise, sees you in a new light or decides you deserve a seat

Figure Out What Your Customers Care About

at the table when strategic issues are discussed, related to what

Every individual has his own unique set of hopes,

change are impact meetings.

you sell. Meetings in which perceptions make a radical positive

dreams and fears. Impact meetings offer insights into who the buyer is at his core and what he

Account Review Meetings

cares about. Mysteries are unraveled, like:

It is easy — and dangerous — to assume your customers are 100

• What does the boss want him to accomplish?

percent happy, because they haven’t voiced any complaints.

• What would get him a raise?

That’s not always the case. Sometimes customers mostly are

• What tasks does he do every day?

satisfied, but a few outstanding items still need improvement.

• What special projects does he handle?

During an account review, you learn what you’re doing well

• What does he love about his job?

and what must be fixed. Remember: Your customers want to

• What does he dislike?

know they matter to you, and that you care enough to listen and

• What does he want to do five years from now?

resolve issues.

Selling tips you can use now You’re spending too much time on small clients when: • Making a sales call won’t get you any additional business.

P34 CANVAS October 2012

• They get more regular time and attention than your biggest prospect – or worse yet – your biggest client.

2

• When you do sell them jobs, they need lots of hand holding.

• They are price conscious and every job is low margin.

Selling tips you can use now

3

After you have an impact meeting, don’t just get in your car and drive away. Decide what you must do next. Send yourself an email as a reminder to follow up. Don’t quit until you get it done.

Persistence has its impact points, too.

How to Plan More Impact Meetings

• Finding out why a customer likes a competitor

Impact meetings benefit you in numerous ways. They strengthen

• Gaining understanding on

relationships, build perceptions, and help you gather informa-

how you’re perceived

tion to spot new opportunities and close deals. Goals are the

• Gauging client satisfaction that’s either

starting point for getting impact meetings. Some goals are

overall or related to a specific project

big picture, while others are focused narrowly on learning one

• Learning more about how a customer

important thing. No matter what the goal is, write it down on a sheet of paper. This simple step – identifying what must be accomplished – will increase your odds of success. This takes

views your pricing and value • Uncovering information about new initiatives that can lead to new opportunities

about 15 seconds.

Impact meetings are great, but sales growth Important goals include: • Determining who’s involved in a buying decision or who else you should know at an account • Discovering if a customer has a specific problem you can solve

occurs because you take information you learn in an appointment and follow up.

For salespeople, effective follow up can be the difference between winning and losing. It separates great performers from average ones.

By Brian Sullivan

.

G DIN G. N I D G. DIN In this corner, we have the presentation skills heavyweight, Barack “The Rock”

Seven rounds to increase your presidential punch ring ready to rumble. And just like an elected official, in the sales ring, everybody wants your title.

Obama. On a podium, gloved up with tele-

So, what can you do to make sure you’re prepared to knock your

prompters and a golden tongue, he is tough

competition out of the ring? Let’s start by learning from Obama

to beat. Entering the ring with a record of 1-0, he can

and Romney. While their styles are different, both use body

float like a butterfly and verbally sting like a bee.

language to increase their influence and size of their platform.

In the other corner, we have Mitt “The Hit” Romney. While not as flashy with his verbal punches as his opponent, he has a consistent style that makes him capable of throwing a knock out jab when you least expect it.

When it’s over, only one man will be left standing in the ring.

Well, every day is like a political election for you. Like these two candidates, you enter the

P36 CANVAS October 2012

Here are seven rounds of tips to get you ready for the ring.

Roun d

1

»» In the first five seconds of any sales presentation or coaching session (listen up, managers) people will determine the following: • I will or will not listen to what you have to say.

• I will or will not want a relationship (personal or professional) with you.

• I will or will not trust you.

• I will or will not do business with you.

Let’s Get Ready to Rumble

During those first five seconds, there is

Once your customer feels his input is diminished, so will be

nothing you can say that’ll speak louder

your chances of closing the sale.

than what your body is telling them. Here

Perhaps your most powerful body language tool is your

are some tips to make sure your body’s

smile. Face it, your customers will buy more from happy

first punch gets their attention.

people. Pouts are out – grins are in, so use your mouth as a billboard for your positive attitude.

Your Eyes: While your customer (internal or external) is talking, look him in the eye

d Roun

and make sure yours are wide open. This shows

5

compassion and interest. If you’re talking to more than one person at the same time, don’t just lock in on one or two. Your head must be on a swivel

»»

Your Hands: To create an open and friendly sell-

ing atmosphere, the palms of your hand should be slightly up and outward when delivering a presentation. Palms down and downward hand motions can be

perceived as forceful.

so that every decision-maker or influencer in

To illustrate this, put your hands out in front of you with your

that room knows you value his opinion. It’s okay

palms facing up. Move your hands up and down as if you had an

to occasionally look away from your customer,

audience in front of you. What emotion does it evoke?

especially if you’re trying to internalize the feedback he just gave you while crafting your professional response. This shows patience, confidence and wisdom.

Take Obama. Check out the way he scans the audience when he gives a speech. Former heavyweight champs Ronald Reagan and Bill Clinton also were

Perhaps your most powerful body language tool is your smile.

Face it, your customers will buy more from happy people.

experts at this. This makes your audience, whatever Now, put your hands out with your palms down and do the same

the size, feel as if you’re talking directly with them.

It makes them more receptive to your message.

Roun d

2

things. How would your audience feel about this? Would they think you were telling them to shut up and settle down. Subtle hand

»» Your Shoulders and Back: Slouching

motions in every presentation send those same signals.

shows low self-esteem. Notice how Romney

Roun d

6

stands with his shoulders up and back. His posture shows confidence.

Be aware of your customers’ body angle. Are

»» Your Legs: Yes, even your legs work themselves into the sales presentation. Sure, they may be hiding under the table, but they can say a lot about how well you are communicating.

they leaning forward in interest or back in apathy

Jiggling your feet is like your brain’s attempt to run away

or disapproval? Also, be aware of your distance

from the experience. And if your customer looks down and sees that

from the customer. Break the Jerry Seinfeld

it looks as if you’re pumping the gas pedal of a 1967 Dodge Dart,

“close talker” bubble, and your customer will

chances are you’re fidgeting with other body parts as well.

be more concerned about getting you out of his face than how much he values your new product.

d Roun

»» Your Head: When you want to be authori-

3

Settle down, calm your legs and your other body parts will follow.

d Roun

tative, keep your head in a consistent position – both vertically and horizontally. Erratic or loose head movements show uncertainty in

7

»»

The Whole Package: Every part of your body has a

purpose during a presentation. After your next presentation (whether it’s to a person or group), evaluate your body’s performance. Take notes. Before your next presentation, reexamine your

notes and make the corrections. You learn from every presentation.

your message. When listening, tilt your head slightly to either side to show curiosity and interest in your

The Decision

customer’s input.

Here’s the bottom line: You’re going to make mistakes during a

Notice how Obama’s head movements are

sales presentation. But nothing is as important as being you. You

slow and steady. Once again, this projects confi-

can’t be somebody you’re not. Why? Because your audience even-

dence and belief in the message.

tually will see right through you. Plus, a bad version of you still is a

Roun d

4

»»

lot better than a phony version of somebody else.

Your Mouth: What is your mouth

History tells us that, when authenticity is delivered with confident

doing while others are speaking? When you

body language, the message grabs the audience. Practice these

tighten your lips and twist them to the side, it

skills and you will become the undisputed champion of your territory,

shows you are skeptical in what’s being said.

region, company and industry.

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 October 2012

book recommendation

The (Honest) Truth About Dishonesty

T

»» By Dan Ariely

e majority of us probably think we’re pretty honest. We pass judgment h on those who lie and cheat. Maybe we should look in the mirror. The facts are that all of us cheat. From boardrooms to classrooms and beyond, unethical behavior is everywhere. Whether it’s the white lie to head off trouble or the padding our expense reports, none of us is immune.

In The (Honest) Truth About Dishonesty, award-winning and bestselling author Dan Ariely turns his unique insight and innovative research to the question of dishonesty.

The New York Times bestselling author of “Predictably Irrational” and “The Upside of Irrationality”, Ariely returns with thought-provoking work that challenges our preconceptions about dishonesty and urges us to take an honest look at ourselves. Ariely, a professor of psychology and behavioral economics at Duke University, conducted many experiments to discover what motivates people to cheat and what keeps them honest. He also discovered a couple of things that, counter-intuitively, have no effect on honesty.

Contrary to what you might expect, Ariely found that the amount of money to be gained and the probability of getting caught had no effect on whether a person would lie, cheat or steal.

So what increases dishonesty?

Conflicts of interest, watching others behave dishonestly, the ability to rationalize our dishonesty and, surprisingly, creativity, all seem to increase dishonesty. What decreases it? Taking pledges, moral reminders such as honor codes, the 10 Commandments and supervision (obviously) decrease cheating.

Contrary to what you might expect, Ariely found that the amount of money to be gained and the probability of getting caught had no effect on whether a person would lie, cheat or steal. And he found that most people, at least the people who participated in his experiments, will cheat a tiny bit — up to the level that allows them to retain their self-image as a Scan To Read This Article on Your Mobile Device

reasonably honest individual.

A very entertaining read, CANVAS highly recommends this book. It provides great insights into human nature and the forces at play — things you will think about the next time you’re tempted to lie, cheat or steal.

P40 CANVAS October 2012

There can be only one real McCoy. In a world full of so much imitation, few things truly qualify as the Real McCoy. The genuine article. A class of one.

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They inspire trust. They perform better.

And they always live up to expectations.

This is why Sappi’s McCoy has always been—and always will be—the gold standard of fine coated paper.

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More than a superior paper, a superior paper company On Service Partnership: Our service story begins with the combination of a strong merchant network and our regional distribution centers—all working to ensure a proven track record on product availability. We also realize the need for specialty orders, which is why you can easily get special-sized McCoy sheets shipped within 10 days. And let’s not forget about our experienced Printer Technical Service team—available to answer any questions so that you’re assured your job will run smoothly.

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On Stability and Integrity: We all know this has been a challenging time for all of us in the industry. At Sappi, we are very proud of the fact that the same unwavering standards that define our paper, also define how we run our company.

That’s why we are as stable and as strong today, as ever... And it’s why you have always been—and always will be—able to count on us for a level of stability and integrity that is The Real McCoy. Because, at the end of the day, when you want to be seen as a true leader—no other paper will make you look as good as McCoy. And no other paper company will make you look as good as Sappi.

For more information please contact your Sappi sales representative, or call 800.882.4332.

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