Canvas Magazine | The All-Nighter

P4 From Average to A+ P10 CSR — Consistently Saving Relationships Developing high achievement in print sales

P30 Precise Selling P34 Before You Go

september 2007

The All-Nighter Hopes and Fears What keeps sales reps up at night.

september 2007

P2

Publisher’s Thoughts A Stewardship for You

P4

From Average to A+ Do you have what it takes to earn top dollar in print sales?

P10

CSR — Consistently Saving Relationships A CSR by any name is key to developing customer relationships that translate into dollars.

P18

Hopes and Fears What keeps sales reps up at night.

P30

Precise Selling An interview with Brian Sullivan, author of “20 Days to the Top.”

P34

Before You Go

What your boss wants you to know before making a sale.

Publisher mark potter

MANAGING EDITOR graham garrison

ART DIRECTOR brent cashman

WRITER kim pendarvis FOR MORE INFORMATION ABOUT CANVAS: 678.473.6131 6555 Sugarloaf Parkway Duluth, GA 30097 CANVAS, Volume 1, Issue 1. Published bi-monthly, copyright 2007 CANVAS, All rights reserved. Subscriptions: $29.00 per year for individuals; issues are sent free of charge to print representatives. If you would like to subscribe or notify us of address changes, please contact us at 6555 Sugarloaf Parkway, Suite 307, Duluth, Georgia 30097.

POSTMASTER: Send address changes to CANVAS, 6555 Sugarloaf Parkway, Suite 307, Duluth, Georgia 30097. Please note: The acceptance of advertising or products mentioned by contributing authors does not constitute endorsement by the publisher. Publisher cannot accept responsibility for the correctness of an opinion expressed by contributing authors.

CANVAS P1

A Stewardship for You

W

When we embarked on the journey to create CANVAS, we used all the traditional planning processes,

incorporated textbook marketing techniques, and presented relentlessly with all the meaningless buzzwords that had become part of our everyday vocabulary in the corporate world. However, what began as a plan to create connections and serve a community of sales and marketing people, eventually felt like another antiseptic marketing strategy.

I woke up one day and jumped out of bed because I suddenly remembered what this was all about in the

first place — connections. We live in a time where we are saturated with connectivity. We have cell phones,

Publisher’s thoughts

e-mails, the Web, satellite TV and BlackBerrys. However, are we really connected to one another?

The only sustainable differentiation in any business begins with sales and marketing. And sales and

marketing begins with a target set of customers. In turn, you must be connected to that set of customers beyond the vehicles of communication. Great individuals and companies truly understand the customer

The power of print is lasting. It is tactile and mobile. It is changing but its impact is growing. and connect at a level of understanding that others cannot comprehend. They listen without placing themselves at the center of what customers are saying. They are simply curious about what makes customers tick and the details of their business. Once they have an understanding of their customers, then and only then, do they attempt to help. They are creating a stewardship. Ironically, after they become stewards to their customers, they tend to reap both financial and personal rewards.

CANVAS wants to create a stewardship for you: the printing sales and marketing professional. We are enamored with your business. It is an incredibly dynamic industry, packed with vibrant people and new ideas. The technology is cool and the business of communication is changing rapidly. In turn, change is good. Without change, there is no mystery to our lives, and without change, there is no growth.

The most significant change is the power of print. The power of print is lasting. It is tactile and mobile. It is changing, but its impact is growing. Direct marketing is better than ever, and advertisers want a place where their message is not diluted and can have impact. In addition to the power of print, the biggest change is that printers are no longer just printers. The best printers consider themselves communication companies. We, however, call them stewards. They listen to people and they build their functionality to help people improve. They added capabilities and services because they understood what was important to their customers. This is stewardship, and we at Canvas will follow their lead.

We want to listen to you and present information that will make you better at what you do. We’ll help sharpen your selling and marketing skills, while providing you a tool for education on the latest trends, the hottest issues, and the best techniques. We look forward to serving you and wish you nothing but success in your quest for stewardship!

Mark Potter Publisher

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CANVAS September 2007

From

Average

to A

+

Do you have what it takes to earn top dollar in print sales?

by Kim Pendarvis

P4

CANVAS September 2007

A

Needless to say, one of these approaches is consistently more ef-

fective than the other. “You see those three steps all the time,” says Cone. “The middle-of-the-pack sales person thinks, ‘I hope that customer calls me today. I hope that price was low enough.’ He’s relying on a price to get his foot in the door — but it’s too late. The ‘A’ sales person will already have the job.”

Cone cites several characteristics that prove to be a sign of success

for sales representatives who soar to the top, “They have the ability to sell on an emotional level, as opposed to an intellectual level. They know who they connect with and will not waste their time with someone they know they don’t connect with. The ‘A’ sales person also sells the whole idea of trust and security. They have the confidence that when that customer buys from them, they know what they will be getting. They sell from that emotional need of trust and security. The ‘A’ sales person sells with a sincere interest and passion in what they are

Are there certain characteristics that top-level

selling. And you can tell instantly that the interest and passion they

sales people in the print industry have in com-

have is sincere.”

mon? Is there a “sales” personality or “sales

Cone says that the sales person buried in the middle of the pack

gene” that you must have to succeed in this

tends to approach the sale from the opposite position of the emo-

uber-competitive field? Could it be that there’s

tional approach that is so effectively used by the “A” sales person.

a secret handshake and a guide book that

“They talk about features and benefits,” says Cone, “the size of their

only the chosen ones are given that ensures a

plant, and what they are selling, on an intellectual level with facts

successful sales career? Don’t go looking for

and figures. The person in the middle wants to sell to anybody, any-

a secret decoder ring just yet, but it appears that there are certain common features found in the best sales people, no matter what field they are in: • They listen more than they talk • They understand what their customers need • They have a fire in the belly that never seems to burn out Gary Cone is vice president of Litho Craft in Lynnwood, Wa., (www.lithocraft.com), and author

“ The ‘A’ sales person will set goals. They know what goals they are setting and they know where the finish line is. The runof-the-mill sales person thinks they are setting goals, but they are setting them too short.”

of “Price Doesn’t Count ... Getting Customers to

— Gary Cone, Litho Craft

Want to Buy From You,” which focuses on dayto-day selling styles and techniques, and also

time, anyplace, without any qualifications. An average sales person

“Why Marketing? Building Momentum to Profit,”

will sell in a very mechanical format and is so anxious to respond to

which explains the importance of the marketing

whatever the customer asks for, that they may not respond to what

function within the print industry. Both books are

the customer really needs.”

published by the National Association for Print-

“An ‘A’ sales person,” says Cone, “asks questions and lets the cus-

ing Leadership (NAPL). After more than 30 years

tomer give them the answers. The middle-of-the-pack sales person

in the industry, Cone says he has noticed more

makes guesses and assumptions as to what the customer wants.

than a few similarities among top-level sales

And the ‘A’ sales person doesn’t just ask questions — he asks prob-

people. According to Cone, the “A” sales person

ing questions. Whenever the customer brings something up, they

follows three basic steps:

will ask for more details: ‘what worked for you in the past and what didn’t?’ At some point, the customer will tell you exactly what they’re

• Determine a need

looking for.”

• Provide a solution • Then, give a price

Subtle differences With so much focus on price in today’s printing marketplace, Cone

Cone also identifies the three basic steps the

points out subtle distinctions between the “A” sales person and the

average sales person follows:

average sales person that can make the difference between build-

• Try to get an inquiry

ing a relationship with a customer and selling a commodity product.

• Give a price

“The ‘A’ sales person understands that when a customer asks for a

• Hope

price, there is another question and a need behind that request,” he

CANVAS P5

From Average to A+ says. “They can ask those questions first and probe. Then when they give a price, they can tell the customer how it provides a solution.”

Cone continues, “A middle-of-the-pack sales person will offer answers without ever learning what the customer’s real questions are. They feel they have to have all the answers. The ‘A’ sales person will let the customer give them the answers.”

There is a fundamental, and possibly, unexpected difference between a top-level sales person and the average sales person. “The ‘A’ sales person understands the value of their own personal time and effort and places a high value on it. He sets goals, defines what a target customer is, and follows a plan.” Cone adds, “The middle-of-the-pack sales person takes more of a shotgun approach. As a result, when they take that approach, by law of averages, they will always make some sales, but then they look on any sale as reinforcement that what they’re doing is working.”

Says Cone, “The ‘A’ sales person will set goals.

They know what goals they are setting and they know where the finish line is. The run-of-the-mill sales person thinks they are setting goals, but they are setting them too short.” There’s a sure

“With ‘C’ students, it’s always about transactions. They are stuck in a price, price, price, transaction world.”

— Tom Moe, Daily Printing

sign, according to Cone, that shows the difference between the “A” sales person and the average rep, “If you get to your goal and you don’t have some extra dollars in the bank to show for it, then your goal was set at the wrong place.”

Another common factor among “A” sales reps is service. Says Cone, “Each top sales person, in their own way, services the customer very well, even if they have a strong customer service department. If they have a connection with that customer, they will follow up just to follow up so the customer has the feeling that they know what’s going on. They just want to make sure that the customer is well taken care of.”

When all things are considered, Cone says that there is something that is innate in the best sales people. “I really feel that there are some people that have a fire in the belly to close the sale. If you’re missing that, you’ll be a great customer service person, but you won’t be able to close the sale. The goal is to get that sale and have that P.O. in hand.”

The role of consultants Tom Moe is vice president of sales and marketing for Daily Printing in Plymouth, Minn., (www. dailyprinting.com). Moe comes from a varied background that includes paper manufacturing, paper sales and merchant management and marketing. While he brings a different range of experience to his position at Daily Printing than

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CANVAS September 2007

From Average to A+ some print industry “long-timers,” he agrees with Cone on several levels, “The most important value proposition an ‘A’ sales person offers

If a customer service representative can become a great sales person, can a great sales person become a great member of the management team?

their customer is an understanding of what the customer needs and taking care of it for them.

They’re looked at as printing consultants. Every one of their customers has a different need. They know that ‘this is how they need me to be’ and can change it by customer.”

Moe concedes that there is no one particular characteristic that makes it easy to differentiate a top-level sales person from an average sales person, “The top account managers on my staff,” says Moe, “have differentiated themselves from the rest of the pack and they are all very different people.” However, Moe finds that many of the best sales people are extraverted and like to be in a social setting. Nevertheless, he says that, “They listen twice as much as they talk and understand earlier in the process what expectations are.” Moe adds, “They manage the customer’s expectations well, and, because they understand the manufacturing process, they can relate that back to the client. That way, the customer is never unhappy.” “One quality,” Moe notes, “where the ‘A’ sales person has it over other sales people is in the details. They keep track of the details, but don’t get bogged down in them.”

Moe makes an observation similar to Cone’s thoughts about how the “A” sales person appears to place value on their own time, “They’re great managers of their time. They know what’s important and don’t waste time on things that are not. They don’t waste time on things that aren’t going to bring in work.”

Average sales people, or “C” students, as Moe calls them, are constantly wasting time. Says Moe, “With ‘C’ students, it’s always about transactions. They are stuck in a price, price, price, transaction world. They are so focused on being cost-competitive, that when the job is delivered, it’s often not what the customer expected.”

“The ‘A’ sales person treats customers differently,” Moe says. “Over time, the ‘A’ sales person understands that it’s not about the job or the transaction. He understands that it’s a relationship. If it’s not transaction-based, there’s less transaction pressure. He is involved early, and has time to get the job in and out the door. ‘A’ sales people don’t have to have the lowest price because they bring value to the customer. They get the relationship focused on the big picture — not individual transactions.”

What creates an edge?

Could it be that there is some kind of training or background that gives one sales person an

P8

CANVAS September 2007

edge over another? Moe explains that some of the best sales people

Byars adds, “Printing sales people are so

on his staff started out in customer service, but he also credits each of

unique. You have to be so hands on. When you

them with having that “sales rep gene.” Says Moe, “They started out

sell a computer or a copier, you don’t have to

in customer services and estimating and moved into sales support and

be so hands on. When you deliver a copier, if it’s

learned sales from other people. They learned the business and be-

not correct, you don’t have to blow up the copier

came valuable sales reps.”

and start over.”

But what about career advancement? If a customer service repre-

According to Byars, there are two key factors

sentative can become a great sales person, can a great sales person

to being a top-level sales person — working

become a great member of the management team? “Focusing on sales

smart and keeping the pipeline full. Says Byars,

administration kills the quality that made them a top sales person,”

“I think the key to selling is that you have to

says Moe. “Doing performance reviews and account reviews kills the

work smart because you have to multi-task. It’s

fire that drives them. An ‘A’ sales person — a really, really good one —

about cold calling and keeping your pipeline

is proud to be a sales person forever. They think ‘I’m one of the best

full. You’ve always got to have stuff out there.

that there is.’ They don’t have a guaranteed paycheck every month. But

You can’t be waiting for the phone to ring. Our

that’s part of what drives them to get up every morning and look for

top sales people do cold calling every day. You

new clients or new business with existing accounts.”

have to always have lots and lots of prospects.

The drive

and closing the deal.”

It’s a numbers game. It’s about working smart Darlene Byars is vice president of sales and marketing for Brandon’s

Should every sales team be packed with super-

Printing, located in suburban Atlanta (www.brandonsprinting.com).

stars or is there room for an average “Joe” in the

Byars, who comes from a marketing background outside the print indus-

sales team line-up? Can every sales person learn

try, has been with Brandon’s for 10 years. Byars’ views about whether

how to be a top-earning sales rep? According to

a great sales person can move into management are similar to Moe’s,

Cone, “Not every sales person is going to be a

“The drive is too great. A true sales person always has to have that

five-star sales person, but maybe they have other qualities that you need. They’re going to plug along; they’re going to be steady; they’ll show up

“ I’ve never hired anyone that did not have printing industry background.”

— Darlene Byars, Brandon’s Printing

every day, and they’re going to relate to certain customers. If the real winners only make up the top 10 percent of the sales force, there’s room for others, too. They enjoy selling. They have a great personality. They just don’t sell very much.

They’re always cheerful — always up. For that reason alone, they’re worth having on the team.

It’s about trying to get the right mix.”

hunt. The reasons people are in sales are the money and the hunt. It’s because the amount of money they can make is endless — and management just doesn’t have that.”

Sales people with a “Show Me the Money!” mentality catch Byars’ attention when she is trying to separate the average sales person from the upper echelon for new hires. Says Byars, “One indicator when I am interviewing a sales person is the way they answer the question, ‘How much money do you want to make?’ When I ask a sales person ‘how much money do you want to make,’ the good ones tell you ‘a million dollars.’ The others say, ‘you mean a month? or a week?” Byars adds, “They’ve got to be hungry! A really good sales person is always hungry, even when they are making a ton of money.”

Byars also says that, when it comes to printing, sales skills do not translate from field to field. “I’ve never hired anyone that did not have printing industry background,” she says. “My last hire came from the paper industry, and she’s excellent. One of the things that makes print sales so different is that it’s extremely technical. When you ask a prospect ‘how many colors’ and they say ‘all the colors’ and ‘what kind of paper’ and they say ‘any paper,’ you have to have some experience in the industry to answer those questions.”

CANVAS P9

CSR Consistently Saving Relationships

A CSR by any name is key to developing customer relationships that translate into dollars.

by Kim Pendarvis

P10 CANVAS September 2007

R

It’s hard to describe the true value that a customer service representative (CSR) adds to each sale, but there’s no doubt that they are virtually indispensable. Most printers find CSRs to be a crucial element in maintaining strong customer relationships and enhancing the seamless execution of every job.

While responsibilities might vary from plant to plant, CSRs are credited with streamlining processes, improving communications between customers, sales and prepress, and in many cases, taking on tedious paperwork and detail management that can bog down jobs. Today, the typical CSR is responsible for supporting 1.5 professional print sales representatives — down from an average of two sales reps per CSR just a few years ago. More and more, CSRs are taking on greater responsibilities, from managing client concerns, to processing job orders, to following up with customers after the order is shipped. Most sales reps value CSRs for keeping jobs in motion and freeing them to spend more time making sales.

“ The biggest challenge they face is getting incomplete information from the sales person or the customer — and it’s typically the customer. The specs come in as XYZ and they find it’s really ABC. At times they have to do some detective work to get the job entries complete.”

— Peter Wann, Henry Wurst

Staying on track Atlanta-based Geographics is an FSC-certified printer that employs a

watch out for the company at the same time. It’s

traditional support model with CSRs assisting outside sales reps. They

a tough role.”

also add an extra layer of service with sales assistants, who support

At Geographics, CSRs are deeply involved in

both CSRs and the sales reps. Ron Lanio is executive vice president of

account planning and management, and head

Geographics (www.geographicsinc.com), which is the largest indepen-

up pre-planning meetings. Lanio describes the

dently owned commercial printing company in the South, and offers

meetings as “triage,” and part of their Best Prac-

Web, sheet-fed and digital printing. Lanio describes CSR responsibili-

tices policy for every job. “CSRs call together all

ties at Geographics as “Keeping the job on track for scheduling pur-

of the department heads and say ‘here’s the job;

poses; both for the customer and for our plant; managing details for

here are the lasers; here’s the paper it’s printing

outside purchases, like embossing and foil stamping, getting proofs to

on,” he says. “Then they go back to the sales

the customer, and seeing that corrections are made.”

person or customer and discuss problems that

Lanio cites the most valuable characteristic in a CSR as exceptional

they could have with paper, or folding, or crack-

organizational skills. “They have to be very, very organized,” he says.

ing. It’s a great way to catch job problems ahead

“That’s probably number one when it comes to working with sales

of time.”

reps who might write their quotes down on the back of a cocktail nap-

Lanio adds, “They also are very much in tune

kin. Sales reps are not known for being great with details.” However,

with the schedules of our plant. They sit in two

Lanio also notes, “The interesting thing about our CSRs is they have

production scheduling meetings a day at 8:30

to wear two hats. They have to take care of the customer and sales

a.m. and 3:30 in the afternoon and update every-

person, but they have to look out for the plant, too. They make sure

one about the status of every job. They get criti-

the presses aren’t waiting. They cater to customers, but also have to

cal information from the customer to the plant.”

CANVAS P11

CSRs — Consistently Saving Relationships

Many hats Henry Wurst, Inc. (www.henrywurst.com), is a family-owned business established in 1937 with facilities in North Carolina, Missouri and Colorado. It is one of the nation’s largest and most diverse providers of printing and communications services. For more than 30 years, it has been listed annually by Graphics Arts Monthly in the Top 100 North American printers. Henry Wurst also utilizes the standard service model with CSRs supporting outside sales reps. CSRs are assigned to support one or more sales reps, depending on sales volume. Peter Wann is western region vice president of sales, and explains that CSRs in the Henry Wurst organization support a wide array of functions, “With our organization, CSRs need direct mail and fulfillment experience, as well as sales.”

At Henry Wurst, CSRs help save time for the entire plant by entering jobs. “We have an ERP system for electronic job ticketing,” says Wann.

“The CSR enters the job, then it’s available for the rest of the plant.

As it goes through stages of production, the CSR, or others in the plant, can make changes throughout the process.”

According to Wann, CSRs conquer challenges daily that make everyone’s jobs easier, “The biggest challenge they face is getting incomplete information from the sales person or the customer — and it’s typically the customer. The specs come in as XYZ and they find it’s really ABC. At times they have to do some detective work to get the job entries complete.”

P12 CANVAS September 2007

While Wann says print experience is very important in a good CSR, he says communication skills are a critical asset. “The best CSRs are those individuals who are comfortable talking through problems with the customer,” he says. “Then it’s not incumbent on the sales person to come in for every problem. The CSR comes up with a solution and communicates it to the customer.” In addition to exceptional communication skills, Wann also says good CSRs take ownership in their work, “I think they have to have a sense of ownership. They have to be doers.

You can consider them farmers.”

Increasing efficiency Seasoned sales professional Suzan Rowe, with Prographics in Atlanta, Ga. (www.prographinc.com), has a deep appreciation for CSRs that can only come from a career that began with typesetting and stripping while working for a print shop right out of college. With an undergraduate degree in design and experience working for publishers, she knows a good detail man — or woman — when she sees one. Rowe credits a great CSR for freeing her to invest more time in selling.

“Print is a very service-intensive business,” she says. “If you don’t have a good CSR, you spend all your time servicing. All the phone calls come to you and it ties you to the office, you can never be free to go

“ Customer relations reps deal with a lot of house accounts. We have our own book of business. Plus, we’re here whenever a sales rep needs us.”

— Amy Labowitch, Dome Printing

out and sell. A lot of things in the printing business are very visual and physical. If there’s not somebody there that can make good decisions, that understands the sales person’s business, then that means the sales person has to be in the plant.”

Rowe continues, “When you have a great CSR, you don’t have to do everything over and over and over again. You don’t have to put the same information back into their heads. They know that a certain account has to be handled a certain way. They know your accounts and it just happens automatically. And you don’t have to go back behind them and check.”

“A good CSR can increase your efficiency by 50 percent, easily,” says Rowe. “All of a sudden, everybody in the plant is not calling you asking questions. Your shipping instructions are where they should be. If there’s a question about how your job is planned, your CSR can answer it. Good CSRs don’t have to call you and ask you these things, because they’ll think about these things for you so that you’re free to go out and do what you have to do, which is sell.”

Inside sales model Dome Printing is located in Sacramento, Calif. (www.domeprinting. com), and was purchased by the Poole family in 1969. They are certified

CANVAS P13

CSRs — Consistently Saving Relationships

for chain of custody by the Forest Stewardship Council and have won several awards from the National Association for Printing Leadership.

While Dome Printing has CSRs on staff, its service model deviates slightly from the popular model with CSRs supporting outside sales.

Dome has an inside sales group, called customer relations managers (CRMs), that dates back to company founder, Ray Poole. The group was originally set up to handle contract state agency work. “We’ve always had a strong inside sales group, which came from doing contract work,” says Tim Poole, company president. “We’ve been doing it this way for 20 to 25 years. It keeps our outside sales reps focused on customers who need a higher level of service. We reserve outside sales for prospecting and developing relationships.”

The inside sales group, or CRMs, are available to support outside sales reps in the event that they are not accessible or are out making sales calls. Both CRMs and sales reps handle their own paperwork and enter their own jobs. Dome also has sales assistants who support both the CRMs and outside sales reps. In the Dome Printing family, the more traditional role of CSR has evolved into planning and prepress functions.

P14 CANVAS September 2007

Poole says he finds that the sales and service structure that they’ve created opens the door not only to happy customers, but also to higher profit margins. “The real bonus,” says Poole, “is that CRMs are available to work with customers who may have simple or low-margin jobs. And basically, it’s a client that wants less service. Some clients don’t want any face time. They don’t want this elaborate sales process, but they want customer service and a knowledgeable person. Our outside sales reps seek out more specialized projects with a higher profit margin that require a lot of hands-on service. A commissioned sales

Unlike the traditional printing industry model, PFL sells products and services only online. Without outside sales representatives or CSRs, they have, instead, pioneered a service structure that relies on a technical service representative or “TSR.”

rep is paid to manage high-margin projects.

Inside sales reps have a little more room to sell.”

Amy Labowitch heads up the team of CRMs and

Labowitch credits her group with being

has been with Dome Printing for 15 years, where

“detail-oriented and good at multi-tasking.”

she started as the first customer relations man-

However, she says, “You have to be able to think

ager. “Customer relations reps deal with a lot of

on your feet and be confident enough to say ‘I

house accounts,” says Labowitch. “We have our

don’t know, but I’ll find out for you.’ Communi-

own book of business. Plus, we’re here whenever

cation skills are really important. You have to be

a sales rep needs us. We meet with the sales reps

able to communicate ideas, deadlines and infor-

every morning. If we know that someone is go-

mation to the customer and to the plant.”

ing to be on the road, we share responsibilities.

Bob Poole is vice president of sales and coor-

Because we have such a large group, if a sales as-

dinates both inside and outside sales activities.

sistant can’t help, reps can call us and we take care

“Our CRMs write up quotes, do billing, route

of everything. We also handle numerous call-ins

proofs — when sales reps are on the road, they

and e-mail requests from our Web site.”

take hold of jobs and move them through the

CSRs — Consistently Saving Relationships

plant,” Poole says. “CRMs also have the

is based in southwest Montana and pro-

flexibility to go out to visit customers and

vides a unique form of technical and cus-

go over proofs. They do whatever we need

tomer support with instant online pricing

to do to get the job done.”

and ordering for its full-color marketing materials. PFL is a full Heidelberg shop that

Hybrids

produces printed products for small-to-mid-

Taking a giant step outside the traditional,

sized business customers throughout the

Printingforless.com (PFL) services all of its

United States. Field harnessed the power

direct channel customers without the in-

of e-commerce to make printing accessible

volvement of outside sales reps. Founded

to an underserved market segment of hands-

by entrepreneur Andrew Field in 1999, PFL

on entrepreneurs who don’t always have access to professional designers. His business

“ We continue to break the mold in the industry. It’s not easy. It takes a lot of training and commitment. We could automate a lot of things, like other online printers, but that’s not who we are.”

— Kerie Hagler, Printingforless.com

P16 CANVAS September 2007

has been named by Inc. Magazine as one of America’s fastest-growing private companies for three years in a row, and is still growing.

Unlike the traditional printing industry model, PFL sells products and services only online. Without outside sales representatives or CSRs, they have, instead, pioneered a service structure that relies on a technical service representative or “TSR.” This person with hybrid skills is a combination of inside sales rep, CSR and technical consultant, which includes performing pre-press tasks.

“We work in small teams,” says, Kerie Hagler, director of process management for PFL. “Each customer is assigned to a team and the team handles all of their

needs from placing the order until it goes

TSRs are trained to run each file received

into production. TSRs are the frontline staff

from a customer through a series of pro-

that answers all of our customer sales in-

cesses to make sure they meet certain crite-

quiries, phone calls, e-mail, everything.” To

ria. Says Hagler, “Our process is to call every

build strong relationships and maintain a

customer with every order. If we have con-

high level of customer contact, PFL assigns

cerns with files, or photos are too low res, we

three TSRs to each team. Team members

discuss the issues with them, make any ap-

share and rotate responsibilities servicing

propriate fixes, and provide advice to make

the customer. PFL currently has 13 teams,

sure that the marketing piece will meet their

plus a group called “designated hitters”

expectations.” Hagler adds, “We continue to

which fill in when team members are on

break the mold in the industry. It’s not easy.

vacation or out of the office.

It takes a lot of training and commitment. We

Does

providing

printing

exclusively

through an online portal necessarily mean

could automate a lot of things, like other online printers, but that’s not who we are.”

that personal service has been driven out

CSRs — whether they are called TSRs or

of the sale? Not at all. Says Hagler, “We

CRMs or sales assistants — have the oppor-

have over 60,000 customers and still main-

tunity to contribute to the bottom line ev-

tain personal relationships with customers

ery day by managing details in a way that

through our small team system.”

keeps costs down for both the customer

To ensure that the TSRs have the nec-

and the print provider. How well they man-

essary skills to manage the customer re-

age that function can translate directly into

lationship, as well as provide technical

additional sales and increased profitability

assistance, PFL has developed a formal,

through greater productivity. It’s no wonder

proprietary, in-depth training program

that while industry experts anticipate little

that includes 10 weeks of classroom train-

or no growth in the number of professional

ing, plus eight weeks of on-the-job train-

sales reps in the industry, they predict that

ing, and coursework. The training program

the number of customer service representa-

includes sales training, customer service

tives could increase by as much as 25 per-

training and technical training.

cent over the course of the next few years.

CANVAS P17

P18 CANVAS September 2007

What keeps sales reps up at night.

by Kim Pendarvis

For some sales reps, it’s the demands of meeting increasing customer expectations. For others, it’s juggling a portfolio of products. And for all sales reps, the ups and downs of the industry certainly provide both potential — and angst — to keep them up at night.

Canvas talked with print sales reps and sales management from coast to coast about the challenges they face in the real world of selling print on a day-to-day basis. One of the first realizations in this process is that it’s tough to define the extensive list of multi-faceted products and services that sales reps are being asked to include in their portfolios these days.

Mark Sprague of Litho Craft in subur-

anything. It’s a desire to distinguish our-

ban Seattle, Wa. (www.lithocraft.com), has

selves in our own industry. I spend a lot

ban Boston area, sales and marketing

Across

the

country

in

the

subur-

been in the sales end of the printing indus-

of time with projects in the design stage.

manager Robert Brown with Kirkwood

try for three years and describes it in a very

The design community almost sees me as

Printing

upbeat and positive tone. “A roller-coaster

a fellow designer.”

scribes what he and his sales team do on

(www.kirkwoodprinting.com),

de-

ride — an up and down kind of thing,” he

While Sprague seems to bask in the ups

a daily basis as “delighting very, very

says. “I feel like I use contracts or letters of

and downs of the challenges that come

fussy customers who buy high-end com-

intent to make sure it’s an enjoyable trip,”

with the printing industry today, he notes,

mercial sheet-fed printing. We’re servic-

says Sprague, “but it’s different things to

“We have a lot of new recruits on our team

ing their needs and producing beautiful

different people. It’s not ink on paper. I

and their cold-calling experience is pretty

work at a fair price.” Sales representative

work in marketing. It’s as much image as

eye-opening.”

Michael Stone with Offset Impressions

CANVAS P19

Hopes and Fears

“Customers have the expectation that everything can be turned in 24 hours.

We have a lot of nationwide clients.

The designers that we work with understand the process, but individuals at local levels don’t really understand.”

— Mark Sprague, Litho Craft

in Reading, Pa. (www.offsetimpress.com), describes what he sells in a more traditional manner as “commercial offset sheet-fed printing.”

Even the National Association for Printing Leadership (NAPL) describes itself as “The Trade Association for Excellence in Graphic Communications Management.” Is that what sales reps are selling? Graphic communications management?

Across the board Sales reps seem to be selling everything from ink on paper to digital asset management to variable data digital printing, with a side-order of customized online fulfillment, not to mention graphic design and Web tools for responding to direct mail. It’s quite a portfolio of products, and an amazing cache of knowledge and experience is required to manage it all, if you’re going to beat out the printer next door who’s selling pretty much the same thing that you’re selling.

P20 CANVAS September 2007

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www.thecanvasmag.com

Hopes and Fears While Sprague enjoys the roller coaster ride most of the time, he expresses a concern that Canvas heard repeatedly from printers across the country. “Customers have the expectation that everything can be turned in 24 hours,” he says. “We have a lot of nationwide clients. The designers that we work with understand the process, but individuals at local levels don’t really understand.”

Managing customer expectations is something that Don Benner with O’Neil Printing in Phoenix, Ariz. (www.oneilprint.com), has crossed frequently in his diverse career in the printing industry, which has included running his own shop. “It’s a challenge to have clients understand what’s involved once the artwork is released,” he says. “You have to educate the customer. It’s a custom manufacturing process, especially for highend, strategic projects. I think technology has sped up the execution of projects and even though we have all this state-of-the-art-equipment, a lot of people still think you push one button and it’s done.”

According to Bill Gilmer, of Wordsprint, Inc. in Wytheville, Va. (www. wordsprint.com), who describes himself as both president and sales manager, one of the biggest pain points in print sales today compared to five years ago is the frenzied amount of information exchanged. Says Gilmer, “The amount of information exchanged per unit billed is increasing exponentially. Five thousand brochures five years ago would have cost $3,000 and would have been done in two weeks. Instead of

“ Locally, there is still somewhat of an overcapacity issue in this industry, although the number of printing companies continues to decline. The print market as a whole is declining. It puts pressure on pricing and makes it hard to make a living even with customers that you have a relationship with.”

that one meeting and two phone calls and one fax, it’s six meetings, 35

— Ken Dause, Think Arbor

e-mails and multiple proofs to multiple parties — and it’s two to three days — not two weeks. But we can’t bill $3,000 for the job, we can only bill about $1,300.”

There was agreement with printers of all sizes that an anxious competitiveness is pervasive in the print industry. And there are very complex factors that figure into that competitiveness, no matter what kind of print product or ancillary service you might sell.

Differentiating Rachel Rush is an account manager for Quartier Printing in East Syracuse, N.Y., (www.quartierprinting.com), who finds the current state of the print industry “extremely competitive.” Says Rush, “We’re trying to differentiate ourselves. Everybody tries to sell the same things — quality, service — but you have to define what your quality and service is. I don’t just sell the printing; I try to find ways to take the burden of buying the printing from my client. I make them give me a forecast of what they are going to do for the year. I make sure they have what they need to go with their manufactured items when they need them.”

Ron Flynn started Reflections Printing in suburban Atlanta, Ga., in 1992 (www.thomassonprint. com). In 2000, Reflections Printing, an affiliate of Thomasson Printing, became part of Nationwide Graphics. Flynn finds that competitiveness in the industry has ramped up to a new level when compared to 20 years ago, “Profits are

CANVAS P23

Hopes and Fears sign and advertising agencies, so they are

being squeezed because the competition

background in the print industry, includ-

is so tough. The biggest pain factor is just

ing a bachelor’s degree in industrial tech-

pretty technically advanced with UV inks,

the amount of competition within an in-

nology in graphic arts management from

stochastic imaging and special coatings.

dustry that is showing very little growth.

the University of Wisconsin — Stout, has

Our big value proposition is service, not

Very high-end catalogues are being pro-

a knowledgeable perspective on the

the lowest price.”

duced in China. Low-end printing is being

situation. “Everything is going online. Our

However, capacity issues aren’t limited

produced digitally. The market is being

company has been around for nearly 50

to the Midwest. “The challenge is to elimi-

squeezed from everywhere, yet you have

years. Manuals and documentation are

nate the highs and lows in the year,” says

all of these printing plants competing.

our specialty. With computers and tech-

Randy Parkes, vice president of marketing

But the biggest challenge we are going

nology you can go online and download

for Lithographix, Inc., in suburban Los An-

to have as an industry is competing with

a technical manual. There really isn’t a

geles (www.lithographix.com). “You staff

the gang-run shops as printing becomes

demand to print it anymore when com-

up for a certain amount of production and

more of a commodity and less of an indi-

panies can put it out there electronically.”

it’s difficult when your workload doesn’t

vidualized item. I have a lot of customers

Kultgen adds, “What it amounts to is

match your production level. You don’t

who are starting to go to 48-hour print or

refocusing your niche. This industry is ev-

want to have people standing around.

48-hour post cards. It’s a serious problem

er-evolving. In the last five to 10 years, it’s

We’ve had some competition with Brazil-

for our industry as a whole. How do we

really changed.”

ian printing, but we don’t really lose work

compete with the printers that are run-

In some parts of the U.S. market, most

to Japan, China or Europe because if any-

ning gang-run shops? These companies

noticeably in the Midwest, overcapac-

thing has time sensitivity, customers can’t

are blitzing everybody in the country. That

ity poses an ongoing challenge.

go there.”

will be a battle. How do all of us show the

cording to Ken Dause, account execu-

Even with concerns about time sen-

value in what they give us to print to keep

tive with Think Arbor, Royal Oak, Mich.

sitivity, Jeremy Hayes of Active Graphics

it from becoming a commodity?”

(www.thinkarbor.com), “Locally, there is

in Chicago (www.activegraphics.net), has

Ac-

“The printing being done in Asia is coming back to the U.S. But we’re in a global economy and getting pressures from those areas, whether we admit it or not. One client compares us to Asia every day and we can’t compete with their prices.”

— Terry Preston, Hutchison Allgood Printing

Much like Flynn, Brandon Gabriel, vice

still somewhat of an over-capacity issue

had to face the Asian print dragon, “There

president, new business development for

in this industry, although the number of

used to be more books that you would get

LAgraphico, Burbank, Calif. (www.lagraphi-

printing companies continues to decline.

— that once-a-year book — a big job that

co.com), finds that there is a certain kind of

The print market as a whole is declining.

was a half million. Now it’s gone. It’s over-

competition that has a negative affect on

It puts pressure on pricing and makes it

seas in China. Design firms here are hiring

the industry. “Printing is becoming a com-

hard to make a living even with customers

design firms overseas to follow through

modity,” says Gabriel, “that’s always a chal-

that you have a relationship with.”

with production. It’s stunting growth more

lenge.” He adds, “Technology is changing

Peter Douglas, senior vice president and

with U.S. printers than people realize. It

so rapidly that people are involved in print-

director of marketing at Lake County Press

may not be a huge detriment right now, but

ing that weren’t involved in printing years

in Waukegan, Ill. (www.lakecountypress.

it’s an issue, and it will only get worse.”

ago. Our 28 years of experience doesn’t go

com), has a similar observation, “With over

While many print sales reps are facing

as far as it used to. We constantly have to

capacity, some printers become annoying.

challenges with customers going overseas

re-invent ourselves by offering our clients

It’s bottom feeding. They can only sell at

for print, some don’t see it as the demon

new and unique solutions.”

that level for a certain period of time be-

it is often made out to be. While it poses

“Technology in itself is a pain point,” says

fore they go out of business or become

a certain type of competition, many cus-

Tim Kultgen, print consultant with Litho

acquired. We don’t do ‘B-level’ types of

tomers are finding logistical problems to

Tech in Bloomington, Minn. (www.lithote-

printing. Our jobs are very involved. About

be too complicated for everyday print

chusa.com). Kultgen, who has an in-depth

60 percent of our work is derived from de-

needs. Sue Charlier with Independent

P24 CANVAS September 2007

Hopes and Fears Printing, Inc. in DePere, Wis., (www.independentinc.com) says, “We’ve seen some print go overseas and I personally have seen that come full circle. When a company tries that and they hit a backorder situation for the first time and have to expedite shipping, it doesn’t take long for a company to come back and place things domestically. Today, everyone wants things just in time.”

Terry Preston of Hutchison Allgood Printing in Winston-Salem, N.C. (www.haprinting.com), has similar observances, “The printing being done in Asia is coming back to the U.S. But we’re in a global economy and getting pressures from those areas, whether we admit it or not. One client compares us to Asia every day and we can’t compete with their prices.” Joe Fanelli of Steve Woods Printing Company in Phoenix, Ariz. (www.stevewoodsprinting.com), says that the threat is real, but notes the challenges customers face printing in Asia, “You leave yourself vulnerable to hurricanes and other weather and international disputes — but we need to be very aware that the threat is not going away.”

Fanelli, who has been on both the administrative and sales side of the

We are in the business of translating a concept into a tangible product. We are putting ideas into paper — it’s not just printing.

printing industry, recognizes external pressures in the market place, but says, “The biggest challenge in the industry is that we haven’t won our business as businesses and great craftsmen. We create great art and pieces that can transport you to another place or time. We do all that, but we forget that we are a business that does business for other people. We can say that you can get all of that on the Internet, but people, particularly in certain industries, still want something in their hands.

We are in the business of translating a concept into a tangible product.

We are putting ideas into paper — it’s not just printing. We are doing what we’re doing to further the business goals, whether marketing or financial, of our clients. We are here to maximize their marketing goals.

It’s not about being tech savvy, or being up on the latest things: we impress ourselves easily, but such knowledge is a requirement for us internally. Bottom line — it’s about what my business can do to make the customer’s business better.”

While global implications are part of doing business in virtually every industry today, we found that most of the challenges that concern print reps these days are a little closer to home. Susan Burns with Graphic Communications Corporation in Lawrenceville, Ga. (www.gccprint. com), has been in the printing industry since 1992 and has concerns

CANVAS P27

Hopes and Fears about the level of quality customers seem to be willing to give up, “People are willing to settle for digital printing quality when they should not.

They think ‘oh, digital printing — it’s fast and cheap.’ Then they wonder why it doesn’t look the same as sheet-fed. There’s a mindset of ‘see how good I can look to my supervisor if I can prove to them that I can save $500.’” Burns sells both traditional offset and digital printing, and finds great value in digital printing, when used for the right print jobs.

She says, however, that some customers are so focused on price that they try to use it for annual reports and other high-end pieces that are better-suited to offset printing.

Much like Burns, Jackie Priest with Geographics in Atlanta, Ga. (www. geographicsinc.com), is put off by customers who are willing to sacrifice everything for price. “The pain point for me,” says Priest, “comes in situations where the relationship is getting taken out of the equation.

There are online auctions, corporate buyers and purchasing agents that claim they’re not buying solely on price, but we have limited opportunity to contribute as sales reps in those situations.”

Strategies What strategies are hardworking sales reps employing to master these challenges? Gabriel has found a particular point of differentiation in environmental consciousness. “Being in Southern California, customers are conscientious about the environment,” he says. “It’s a big point of interest for a lot of our corporate clients. The owners of LAgraphico

A great sales rep cannot sell a substandard product on a longterm basis and maintain success.

Quality must be partnered with a keen understanding of the customer’s objective for each item.

made a decision about six or seven years ago to adopt eco-friendly practices. We offer recycled papers and we just got our FSC certifi-

intangibles are meshed properly, competing on

cation. We try to get to the root cause of why customers are using

price becomes less and less of a consideration, as

recycled papers — then we try to direct them to the right choice.

does printing in Asia or Italy or Brazil. However,

They’re asking about FSC papers and they’re listening to us.”

being different from everyone else isn’t necessarily

According to Hayes (Active Graphics), “We have the ability to

enough. Says Fanelli (Steve Woods Printing), “I haven’t

interpret clients’ needs and wants and turn it into something and make

got a clue what a selling skill is. But I think if you

it realistic within their budgets. We listen, analyze, figure out how

listen to a customer and get their objective and you

to create and make the design come to light while improving their

have a solution for it, the only selling skill you need

business and watching the bottom line.”

is to be passionate about what you have and get it

“We do a lot of marketing that is very different from every

into a terminology your customer understands. We

other printing company I’ve ever worked for,” says Brown (Kirkwood

produce beautiful things — craftwork — but if the

Printing). Kirkwood Printing was founded in 1973 and purchased by a

customer is a hotel, it’s about capacity, not about a

group of independent owners in 2004. By the end of 2004, under the

really neat-looking key packet.”

new owners, Kirkwood was recognized as the fastest-growing sales organization in the Boston Business Journal’s list of top 20 printers.

Says Brown, “We mail on a monthly basis to a growing list of clients and prospects. We use a different designer to create the marketing tool every month. At that point, the relationship changes from a vendor relationship to a colleague relationship with the designer. Most companies print one capabilities piece and mail them out and wonder why people are not calling them.”

While reps had concerns about competition, both foreign and domestic, as well as turn times and rock-bottom pricing, the consensus was that success is not possible without product quality. A great sales rep cannot sell a substandard product on a long-term basis and maintain success. Quality must be partnered with a keen understanding of the customer’s objective for each item. Sales reps who understand their customers and sell quality products sleep much better at night if they have differentiated themselves and their products from the great teaming masses. That differentiation might be based on the exceptional service the sales rep provides or the willingness and flexibility to develop a unique solution for each customer. When these magic

P28 CANVAS September 2007

Something to Talk About What’s hot in technology? Print sales reps name three technology-based services that are hot with customers and also help them differentiate what they sell from other companies. Sales reps feel that these technologies add value and help them increase their overall sales: •

Online proofing

•

Online ordering and fulfillment programs

•

Virtual asset management

Prospecting power. Is cold-calling the best way to boost sales? The number one response Canvas got when asking people how much time they spend prospecting each week was “not enough.” Many sales professionals who have built up such an extensive portfolio of customers don’t have time to prospect — they’re too busy servicing existing customers and growing new business from that customer base. As a matter of fact, 8 percent of those talked to do no prospecting at all.

Of the sales people who responded: •

5 to 15 percent spend 36 percent of their week prospecting

•

16 to 20 percent spend 20 percent of their week prospecting

•

21 to 30 percent spend 12 percent of their week prospecting

•

31 to 40 percent spend 12 percent of their week prospecting

•

41 to 60 percent spend 8 percent of their week prospecting

•

8 percent spend 70 percent or more of their week prospecting

“We have good name recognition,” says Robert Brown of Kirkwood Printing. “We manage to generate enough people calling in with the marketing we do that we don’t need to cold call very much. We soften the process of cold calling with a couple of months on the mailing list before we call a prospective customer.”

Bargain

It’s a

Feeding the

Global impressions.

Loving it.

basement deals?

BlackBerry world.

paper tiger.

Many sales reps told

What do sales reps

Twenty eight per-

Turns out that custom-

An amazing 40 per-

us that the kind of

love about their jobs?

cent of the sales reps

ers would rather com-

cent of sales reps

work they are selling,

Most said the endless

said that they do not

municate by e-mail

spend 10 percent or

along with customer

opportunity to make

want to be, and do

than any other means

less of their time each

concerns about ship-

money, but it turns out

not expect to be, the

of communication; it

week doing paper-

ping delays, do not

that there’s more to it

“lowest price” esti-

improves accuracy for

work. Some credit

leave them vulnerable

specs and is a non-

great CSRs, who have

to competition from

than earning power.

mate when customers are asking for

invasive means of

taken on many of

foreign printers. How-

bids on jobs. “When

trading information.

these responsibilities;

ever, 54 percent of

we’re bidding a very

While the phone is still

others credit advance-

them said that it was

complex project,”

important, it takes

ments in customer

a factor in doing busi-

says Brandon Gabriel

second place for day-

relationship manage-

ness; some custom-

of LAgraphico, “and

to-day communica-

ment software and

ers had already sent

someone who isn’t ca-

tion. Plus, sales reps

workflow manage-

jobs overseas; others

pable of doing the job

said that tools, such

ment programs that

consistently included

gets the job because

as BlackBerrys, allow

have streamlined

overseas printers

they were the low

them to stay connect-

processes and made

when requesting bids

reasons I got into this

bidder, the customer

ed to the office, but

it faster and easier

for jobs.

business is that every

usually gets a call later

leave them free to get

to enter specifica-

job, every day, is go-

with “oh, we didn’t

out and visit those cus-

tions and follow jobs

ing to be different. My

see this; we didn’t

tomers that they need

through the produc-

day is how I make it.”

understand that.’”

to see face-to-face.

“The sweet spot of being a sales person is when you’ve reached the partnership level with the customer,” says Joe Fanelli of Steve Woods Printing.

Don Benner of O’Neil Printing adds, “One of

tion process.

CANVAS P29

elling S Precise

An interview with Brian Sullivan, author of “20 Days to the Top.”

I

by Kim Pendarvis

Is a great sales person born or made? Sales guru Brian Sullivan will tell you that he can make a bottom-rung sales flunky into a top performer in 20 days. An award-winning sales person and top sales and leadership trainer, Sullivan doesn’t just give pep talks, he lays out a practical formula for improving a person’s power to persuade. And, according to Sullivan, part of that practical formula is knowing when to stop talking.

In his 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,” Sullivan lays out a step-bystep plan to sales success that is based on acquiring a truly deep understanding of your prospective customer. It outlines simple principles and habits that, when applied with effort and dedication, will reap real rewards for people both professionally and personally. It is a formula that translates into any industry, or combination of products and services, and

P30 CANVAS September 2007

focuses on asking questions that not only provide substantial insight

The Three “Ps”

into a prospect’s needs, but also lay a foundation of respect and trust,

At the core of Sullivan’s selling technique is

which Sullivan demonstrates as fundamental to successful selling.

something he calls the three “Ps” in the “PRE-

In his book, Sullivan describes an epiphany that came in the middle

CISE Selling Formula of Top Performers.” These

of a successful and rewarding 15-year sales career with Welch Allyn, a

include posture, precise actions, and something

leading manufacturer of medical diagnostic and therapeutic devices.

he describes as “PIC” knowledge. He defines

Sullivan describes a call that he believed was on track for a big sale.

PIC knowledge as knowing your product, know-

He had two gastroenterologists spellbound, or so he thought, until he

ing your industry and knowing the competition.

went for the close. That’s when he found that they had absolutely no

“The downside to all of this product knowledge,”

authority to make a buying decision. Sullivan scrambled to find the de-

says Sullivan, “is knowing when to use it.”

cision maker and asked to see him — a man he describes as short, bald and scaly, with forearms the size of Popeye the Sailor Man.

Sullivan’s strategy is based on clear, direct communications. It may sound extraordinarily

Sullivan launched into his speech of features and benefits for a sec-

simple, but he explains how easy it is to miss the

ond time, talking non-stop, until he noticed that “Popeye the Colon

mark. “A common mistake in sales is that we be-

Man” had not moved or changed facial expressions for more than 15

lieve that it’s our job to learn as much about our

minutes. He was going for the kill with a very exciting feature about his

product or service as we can, and then convey

new colonoscope, “Every GI practice like yours needs a video print-

that information to the marketplace,” he says.

er to store images, should there ever be concerns about litigation or

“When, in fact, our job is to learn as much as hu-

“ There is no industry where getting in front of this process and working with this approach doesn’t work.”

manly possible, and then find out what the cus-

malpractice.” And, as he suspected, he got a big response out of his

in seminars as being like a football player who is

prospect — just not the one he expected. “Popeye the Colon Man”

coached on the fundamentals but is never told

stopped Sullivan in his tracks with an interesting expletive and then

when and in what situation he is supposed to use

went on to chastise him for not asking a single question to determine

them. “It would not be a good thing,” says Sullivan,

what his needs were during his entire features and benefits speech. The

“if a player were tackling when he should be block-

good news is he walked away with a sale. The epiphany came, however,

ing or blocking when he should be tackling.”

— Brian Sullivan

tomer we are talking to needs to know.”

Sullivan says the challenge is to convince both the rookie and the veteran that the number one objective is to learn — and then teach. “It’s difficult for rookies,” says Sullivan, “because they are not confident. They feel like they have to fill every bit of silence with their knowledge. Then there’s the veteran, who is so smart, who has been doing this so long, that he knows what the customer needs. He falls back into same pattern as the rookie, but shows too much confidence. He tries to teach customers what they need, instead of listening and learning what they need.”

Sullivan describes most sales techniques taught

when Sullivan realized that after five years of being his company’s top sales person, he was not performing to the best of his sales ability. He

Being CLEAR

realized that he had plateaued and, he says, “was nowhere near the top

At the heart of Sullivan’s approach to sales is

of the mountain.”

something he calls CLEAR questioning. It’s de-

Says Sullivan, “My numbers were convincing me that I was just fine,

scribed as the $10,000 technique that will get

and what the gurus at sales seminars were telling me didn’t matter. It

you to the Super Bowl. The anagram CLEAR is

took this customer to convince me that I didn’t know what I was doing

used to make it easy to remember the formula

— not the guru who was telling me how to sell.”

and follow it with each prospect.

Sullivan realized that he and many of his counterparts had survived for years by just being good enough. He discussed this with his boss,

C = Currently

who charged him with creating a new sales training program. “This

What

time,” says Sullivan “we talked about attitude and enthusiasm, but we

currently using?

also talked about what to say in front of a customer. We went from

Sullivan explains that the significance of this

blowing out the numbers to really blowing out the numbers. That was

question is to clearly understand whether the

the genesis of this program.” In fact, after instituting the new training

prospect is happy or unhappy with the current

program at Welch Allyn, they went from 20 percent of the reps selling

product or service supplier, because the sales

80 percent of the products to 65 percent of the reps selling 80 percent

person’s goal is to make the prospect’s life bet-

of the products.

ter than it currently is.

product/company/solution

are

you

CANVAS P31

Precise Selling

L = Looked

According to Sullivan, this questioning technique helps a confused

Have you looked at newer technology . . . similar

customer, “if you are highly effective at asking the right questions,

system . . . other solutions?

these techniques help the customer better clarify what they are think-

The importance of this question, according to

ing and feeling.” Sullivan also notes that most people put themselves in

Sullivan, is to determine two things; whether the

a category. When you can identify that category for them, it helps them

prospect is serious about making a change, and

to make a choice. Sullivan demonstrates how the technique moves the

exactly who or what you have to be better than in

sales process forward, “Based on what you told me, Joe, I think there

order to make a sale — not just the current sup-

are three options for you. Most people who have your needs or are

plier, but other competitors who are also under

similar to you really like this option. There are others that really like this

consideration. You have to know who or what the

second option, and then there are organizations, maybe a little smaller

prospect is looking at to tailor a presentation that

than yours, and a little cost-conscious, that like this third option. Which

meets the customer’s needs based on what ALL

do you think would work best for you?”

the possible competitors are offering. It’s the dif-

Can CLEAR questioning be effective in the printing industry — an

ference between being better than the current

industry, which, in many ways, is like no other? Each job brings a new

supplier and being the best choice over all.

set of variables to the table for a product that is already an ethereal mix of art, service and manufacturing. Does this PRECISE selling technique

E = Effective / Enjoyable

have real value for the print sales rep?

What makes your current supplier so effective?

Sullivan’s extensive sales experience practicing these techniques, as

By asking what a prospect finds effective or enjoy-

well as years of teaching them to sales professionals in many industries

able about a current supplier, you can understand

tells him “yes.” Says Sullivan, “There is no industry where getting in front

what is important to him. It also helps you craft an

of this process and working with this approach doesn’t work. It worked

effective solution that works for the prospect, without

with ice cream manufacturers and with people selling $120,000 laser and

asking the prospect to sacrifice anything that they re-

esthetic machines.” Sullivan says that this method of gathering informa-

ally enjoy about the current supplier. However, Sul-

tion is especially valuable when making a sale based on a broad spec-

livan warns that as you gather information and get a

trum of variables. It can make the critical difference between getting the

clearer understanding of your customer, you should

sale and getting the sale again and again and again. “The byproduct of

not look at this as an opportunity to jump in and start

good communications is that you sell a lot of stuff,” he says.

selling. You should be focused on understanding all of the prospect’s needs and preferences.

While “solution selling” has become a popular catch phrase in print sales, Sullivan, who is not a fan of buzz words, bristles at the term. “In business, ‘solution’ has become a buzz word and a cliché,” he says.

A = Alter

“When I hear people say ‘I believe in solution selling,’ I ask the question

Is there anything that you would alter about the

“what do you think selling solutions is?’ I’ve yet to have people come

way your current supplier services you?

up with a real answer. ‘I want my people to be consultants.’ I hear that

The objective of this question is to find an Achilles

all over the place — consultative selling — what is that? How are you

heel with the current supplier. It is an important ques-

going to do that? You’re going to have to have a great attitude and

tion, because all prospects will not identify the same

enthusiasm; and you’re going to have to ask probing questions.”

weak spot with the same supplier. If you are going to

Sullivan adds, “You have to be able to identify the problems for that

present a solution to a current problem, you not only

customer. You have to find out what they really like and how things are

need to know what the problem is, but also, why this

working now. The solutions are there. They come out of your ability to

particular issue matters to this prospect.

deliver the benefits of your product or service.”

Says Sullivan, “It’s all based on great questions and great listening

R = Responsible

skills. It’s about teaching people how to be great communicators. It’s

Who, as well as yourself, is responsible for

about helping people, in general, understand what makes people like

deciding about __________________________ ?

other people. It’s about creating a connection. If you want people to

(insert what you do or sell)

really like you, ask them a question, and then really listen. If you don’t

While this may seem like a simple question that

want them to like you, go up to them, give a little presentation, then

any sales person would know to ask, Sullivan ex-

don’t ask any questions about them. If you don’t want to influence peo-

plains that sales reps quite often assume they

ple, be a jackass and a poor communicator.”

know who the decision maker is, only to find that there’s been a change. It is critical to confirm that

Sullivan is a member of the National Speakers Association and an inter-

you are addressing the correct audience. Addi-

nationally known expert on sales and leadership. He delivers high-en-

tionally, by posing the question in this particular

ergy, no-nonsense, interactive seminars on his PRECISE Selling Formula

manner, it puts responsibility on the prospect to

to companies looking to become famous in their industry. He has been

either make a decision or to be honest about who

quoted in magazines such as Selling Power and Business Week. Sullivan

does. “Who, as well as yourself . . .” makes the

also hosts a talk radio show on Hot Talk 1510, based in Kansas City, Mo.

prospect feel important and helps to open the

The show, called “Entrepreneurial Moments,” is dedicated to helping

lines of communication.

business people of all types.

P32 CANVAS September 2007

Before

You

Go What your boss wants you to know before making a sale.

by Kim Pendarvis

No matter the size of the business, success in the printing industry is tied to the performance of individual sales representatives. They are in the trenches, on the front lines, performing every day. However, if you’re a sales rep making a good living, is knowing how to close a sale all you need to know?

Most sales reps understand the significance of the role they play from the perspective of making sales. What they may not be aware of, or perhaps may not consider, is that they are also the public face of the company whose products and services they sell. And, as that public face, they are the ones who determine whether the customer sees the entire company as just another “ink-on-paper� printer, or as a unique partner that provides innovative solutions for their constantly evolving needs.

P34 CANVAS September 2007

CANVAS P35

Before You Go themselves, they also represent me and all 100 associates, and that can be daunting, but it’s also very important that they look at it that way.”

There’s little doubt that solid management practices are in play when a company performs as well as Think Patented has on a consistent level. What’s important to take away from all of this? It takes great management to build a strong company, but it also requires the consistent, passionate, intelligent perseverance of a masterful sales team. “The average tenure of a sales professional here is about 15 years,” says Roberts.

“We give a high level of autonomy to our sales professionals. And there’s a reason for that — not all, but a majority of our sales people do their own estimating. It encourages a level of sales intimacy that is a differentiator. I want to encourage and support that.”

Roberts says that some of the most important stakeholders in any graphic arts company are the sales people. “It starts and stops with them,” he says. “As a demographic, they are the most important people to take care of. The obvious is clear, without sales, there’s no reason for any of us to come in. We can build the most impressive facility with the most efficient technology and the most relevant solutions, but unless someone is selling it, it’s all an academic exercise.”

Being an ambassador

The total package

Eric Roberts is vice president of sales and marketing for Think Patented

Linda

in Dayton, Ohio (www.thinkpatented.com). Think Patented received

(www.thoughttransformation.com)

a gold award from the National Association for Printing Leadership

elusive skill, the talent for the hunt, as a gift that

(NAPL) in its inaugural 2006 eKG Customer Focus Awards, which are

often results in closing the sale, but shouldn’t

based on customer surveys. Think Patented has also been recognized

end there. With a background in the print indus-

with gold and silver awards in the NAPL Management Plus program,

try that spans more than 20 years, Bishop has

receiving Management Plus Awards for the past five years. Additionally,

worked both sides of the printing equation; as

they won 13 Print Excellence Awards in 2006 from the Printing Indus-

management, where she was vice president of

tries Association, Inc., serving Northern Kentucky and Ohio (PIANKO).

marketing for IPD printing in Atlanta, Ga., and

It is currently ranked as the largest printing company in the region in the

also as a high-performance sales professional

“2007 Book of Lists” published by the Dayton Business Journal.

whose annual sales repeatedly topped $9 mil-

Bishop

of

Thought

Transformation sees

this

“The most significant contribution sales reps make is bringing in the

lion. A few years ago, Bishop founded Thought

sales, but I would also suggest that they are ambassadors with our

Transformation, an organization that trains print

respective customers,” says Roberts. “When they go to represent

sales reps and helps businesses in the printing industry develop successful marketing strategies.

“Sometimes, what people don’t get is that if you can sell, you’ve got a skill that very few people on this planet have,” says Bishop. “But you’ve got to have the total package as a sales person.

You’ve got to be able to spot them; catch them; kill them; and cook them. If you can’t do all those things — if you don’t know who fits your company — you’re missing out on something. If, once they’re in that building, you can’t keep them happy, you’re missing out on something.”

Bishop

underscores

the

critical

impor-

tance of the sales role to the overall business.

P36 CANVAS September 2007

“Philosophically — if they don’t do their job — people in back either get laid off or don’t get a raise. You can be doing fine, but you’re responsible for other people. They can’t leave the plant to find new customers. You’re hurting fellow employees.”

One of the skills that Bishop teaches in her training sessions is how to build a value proposition, which is particularly critical in a highly competitive sales environment. “When sales people complain to me that they can’t sell anything based on their pricing structure, but five, 10, 20 other people are, it means they are not worth the difference to the print buyer,” says Bishop. “Some people are always going to buy on price, and that’s just the way it goes. Fortunately, the vast majority of print buyers have a selection process that is far more sophisticated than that.”

To escape the pitfalls of priced-based selling, Bishop says that sales professionals must be able to identify points of differentiation and build a value proposition. “The sales person has to answer these questions, ‘What does your company do better than average? Why do they do it better than average”?” Bishop adds, “Don’t tell me that they meet deliveries better than average — tell me why. Tell me who would be willing to pay a premium price for that and tell me why they would. Answer those four questions, and you have begun to structure a value proposition.”

Yet, Bishop is quick to point out that all the responsibility for maximizing sales does not land on the heads of the sales team, “Here’s the thing about a lot of people who are running printing companies. Lots of times they are truly excellent sales people — above average — brilliant, many times. But if you want someone to get better results, you can’t wait until the sales person figures it out for themselves. You need to be able to help them identify it and help them do it.” Bishop continues, “Take the profitability issue — getting more profitable customers.

You can’t tell somebody ‘we need more profitable customers — go out and get them.’ If they knew how to do it, they’d be doing it now.

The manager has to take more responsibility in this area if you want more profitable customers. You have to be able to teach people these skills. You must teach people how to structure a value proposition that fits your company.”

Capitalizing on a niche The Fineline Printing Group philosophy is built on niche marketing and credits differentiation built on value propositions for a long history of success. Paul Doerfler is vice president of Fineline, a family-

“ Ninety percent of our sales reps are adding value to both the customer and the company. If you’re not contributing at least a million in sales it’s hard to justify your position.”

— Paul Doerfler, Fineline

owned business located in Indianapolis, Ind., that opened its doors in 1981 (www.finelink.com). According to Doerfler, it’s important for sales representatives to understand the top-to-bottom economics of the business. “It’s a high capital-intensive business. That’s why it’s important that sales people understand the cost of capital. It’s extremely hard to make money if you’re not differentiating yourself and finding a niche where you can get a premium on your price. If you can’t, you won’t be around long. Unless a piece of business fits our plant perfectly — if it’s a price situation — you walk away. We don’t sell on price. It’s about understanding the niche and being one up on your competitor. It’s about uniqueness and creating value and solving problems. Our mission statement is that we will not ask for your business until we can help to improve it.” Doerfler adds, “We’re not there to quote a price. We preach that to our sales reps. If you can’t help create value for your customers, you’re wasting your time and doing an injustice for your clients.

CANVAS P37

Before You Go

“This might sound corny,” says Doerfler, “but sales reps need to sell ‘on purpose.’ You can’t look at yourself as a sales person; you have to

With a stable of sales reps topping the $1 mil-

look at yourself as an entrepreneur that has a passion to build business

lion mark annually, Doerfler points out, “Ninety

and create value for your client. The successful ones are very good at it.”

percent of our sales reps are adding value to

Doerfler adds, “One of the things I really stress is that you need to go in

both the customer and the company. If you’re

there and get your hands dirty and get involved in the process and solve

not contributing at least a million in sales it’s

the problem for the customer. Anyone can go in and quote business.”

hard to justify your position. We’ve got to pay

Doerfler, who says he enjoys building a relationship with customers,

their benefits, do the estimating, and give them

is eager to jump in when needed to find a solution or close a sale.

a CSR. Pretty much, we tell them it’s a million-

“We give sales the resources — myself included,” says Doerfler. “If

dollar goal each year.”

you need to pull me, pull me in; or the owner, or our tech person. If you need an expert to come in and help close the deal, we’re here,”

Part of a team

adds Doerfler, “but you’ve got to be out there on purpose, finding

Stuart Slater is vice president and a part owner of

opportunities, creating solutions, creating value, or eventually, you

Pomco Graphic Arts located in Philadelphia, Pa.,

will be out of business.”

(www.pomco.com). Slater began his career in the printing industry in 1978 and joined the Pomco team

When planning a marketing strategy or a particular marketing thrust, Slater sets up a committee that includes sales people, which helps build interest and ownership.

P38 CANVAS September 2007

in 1989, where his first job was in sales as an account executive. A company that dates back to 1885, Pomco has long been known for it’s lithography, engraving and embossing expertise. Originally a family-owned business, the graphics arts division of the company was sold by the original owners in 1978. In 1999, it was purchased by an employee management team and now operates as Pomco Graphic Arts.

Slater attributes much of their success to the culture of Pomco. “We’re a mid-sized company and are very close to our account executives,” he says. “So many different things are needed today to satisfy our customers. In this market with the competition that’s out there, everyone has to work together as a team. We try to create more

of a team effort than we used to and the sales staff is an integral part of how we do things.”

Slater adds, “The fact that we present costing to them gives them a sense of what their position is in the company. And sometimes, as a liaison to our customer base, they need to know about the cost of a particular project. Understanding estimating and costing is part of their job function.”

According to Slater, sales people generally aren’t that focused on overall corporate goals.

When it comes to planning a marketing strategy for the company, he has a process that helps to ensure buy-in. “First off,” says Slater, “I think that printers, in general, tend to be the worst marketers of all. Very few have a marketing strategy that stays the course. We’re like the shoemaker’s children that have no shoes. We produce everybody’s marketing materials, but, as a whole,

“ If we have to do re-work, the sales person needs to understand how negatively that affects the bottom line for that month. They need to understand how it affects our profitability.”

we’re not very good at marketing what we do.

Marketing provides a vehicle to get your brand name out there. It’s how you get an opportunity to present — how to get your name in front of somebody and get that presentation.”

When planning a marketing strategy or a particular marketing thrust, Slater sets up a committee that includes sales people, which helps build interest and ownership. Says Slater, “I’ll assign a point person for a particular plan. Others on that

— John Laabs, Independent Printing Company

Before You Go team research the plan. I often ask sales

Top to bottom line

ways something going out the back door.

people to go out and ask customers prob-

John Laabs, vice president of sales and

It’s what you replace it with that makes the

ing questions. All that goes in the mix, and

marketing for Independent Printing Com-

change year over year. You’ve got to re-

then we talk about what’s best-suited for

pany in DePere, Wis., (www.indepen-

place it with higher margin business. If you

the whole company. If we all do our part,

dentinc.com), wants sales reps to focus on

fall into the trap of replacing lost business

we obtain our goals corporately.”

achieving sales goals without sacrificing the

with new lower margin dollars, you’re destined for some profitability issues.”

While the average sales person might

bottom line. “What we hope to instill in our

not be focused on overall corporate goals,

sales reps,” says Laabs, “is a sense of how

Is management always pushing for the

Slater says, “When they see that the suc-

the top line drives the bottom line. If we

next sale, the bigger margin, higher volume?

cess of the company means success for

don’t make sales plan in a month, quarter,

Surprisingly, that’s not necessarily the case.

them, it creates enthusiasm and affects

or year, it’s going to hurt the bottom line

Says Laabs, “It can be challenging to moti-

how they present themselves to our cus-

for that timeframe. In terms of running the

vate a sales rep to prospect aggressively if

tomer base. In many cases, they are the

business day-to-day, sales people need to

they are meeting their goals. Depending on

only people that our customers see. It’s

understand how being down on their num-

the individual, if they are already selling well

important for the sales staff to see and

bers adversely affects the business.”

above the industry level and have a balance

feel the growth of a company. I think that if

Laabs also emphasizes that it is not just

in their lives with interests and hobbies out-

they’re aware of what’s going on within the

sales figures that can chip away at profitabil-

side the office, they may not be willing to go

company, it affects overall performance.

ity. Other functions affect margin, and, there-

to the next level. It could mean less balance

Then they’re encouraged and optimistic

fore, the bottom line. Says Laabs, “Sales reps

— less family time. For reps making plans, I

about the company they work for.”

need to fully understand and communicate

say things like, ‘what can I do to make your

“It can be challenging to motivate a sales rep to prospect aggressively if they are meeting their goals. Depending on the individual, if they are already selling well above the industry level and have a balance in their lives with interests and hobbies outside the office, they may not be willing to go to the next level. “ — John Laabs, Independent Printing Company

P40 CANVAS September 2007

the customer’s needs for a project. If we have

life easier — to make you happier?’ I want

to do re-work, the sales person needs to un-

them content to perform at a high level.”

derstand how negatively that affects the bot-

Bishop offers sound advice for manage-

tom line for that month. They need to under-

ment and sales professionals, “Management

stand how it affects our profitability.”

needs to understand that telling people to

“Margin is an area that we continue to

do a better job is not performance manage-

help our sales people understand,” says

ment. People want to do a good job. You

Laabs. He adds, “Some work has a very

don’t meet too many people who wake up in

low margin and that’s expected for a cer-

the morning thinking ‘how can I do a crappy

tain percentage of our portfolio. However,

job and take the company’s money?’ Then,

over time, you cannot fill your portfolio with

from the perspective of management, what

predominantly low-margin work. Managing

does management need to share with, do for,

overall margin at an account level is a key

or teach the sales person to make sure that

driver for any printing company. We try to

they perform at peak levels and understand

make the account have favorable profitabil-

where they fit in the big picture? So again, if

ity, not necessarily each individual job.”

they want people to do better, they need to

In that vein, Laabs describes why

find a way to help people do better.” Bishop

just closing new business is not always

adds, “What all people need to do, if they

enough. He says that the most significant

want to be successful, is assess their strengths

contribution a sales person makes to the

and weaknesses realistically and be able to

overall success of a business is identifying

figure out where they are strong and where

profitable new business. “Because there’s

they are weak, and decide how the two

always attrition,” says Laabs, “there’s al-

things impact their careers.”

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P994 CANVAS September 2007

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