Canvas Magazine | Splendid Insights

Empowering Marketing Service providers

september 2012

Splendid Insights How you can find that intangible spark to set your company in the right direction

The Hierarchy How Prophets Grow Your Business How to Sell Print in an Integrated Marketing Environment

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Just remember, no product sells itself.

There is no such thing as “building a better mouse trap.”

Publisher mark potter Marketing Manager brandon clark MANAGING EDITOR michael j. pallerino ART DIRECTOR brent cashman

september 2012

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Publisher’s Thoughts The Hierarchy

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How Prophets Grow Your Business Why creating a solid ‘Leave Behind’ message inspires others to promote your story

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

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Best of Canvas Notes Self Reflection

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Splendid Insights How you can find that intangible spark to set your company in the right direction

david bennett Bennett Graphics

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tony narducci O’Neil Printing

10 tips you can use now

How to Sell Print in an Integrated Marketing Environment

CANVAS, Volume 4, Issue 5. Published bi-monthly, copyright 2012 CANVAS, All rights reserved, 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 P1

Publisher’s thoughts

The Hierarchy Somewhere along the line you may have taken a class where the instructor referenced Abraham Maslow and his Hierarchy of Needs. It may have been a Psychology 101 class. You remember – the one you slept through during your first year of college. Regardless of where you heard this concept and whether you believe its validity, it does provide some interesting structure.

Maslow’s theories have fallen under some scrutiny over the years because he lacked empirical evidence. Maybe it’s because guys like Sigmund Freud were busy studying more interesting things like abnormal behavior. Meanwhile, Maslow was busy studying people who were realizing their dreams and actually growing in each stage of their lives. He focused on the healthy side of the mind, while Freud focused on the sick side.

I’m no psychologist, but I believe focusing on the positive side of things

The hierarchy of needs is about having goals, and then achieving those goals.

probably is a bit more gratifying. It’s certainly less stressful. Spending time trying to understand what’s wrong with people, as opposed to what’s right with them, just seems like a depressing strategy.

The hierarchy of needs is about having goals, and then achieving those goals. What I find compelling is that once you reach a goal, you become better at reaching the next level, and so on. Your confidence grows. You begin to instill the habits of pursuit, hard work and character.

In Maslow’s view, the idea is to achieve Self Actualization, where you become one with the world and are completely comfortable with who you are.

There is no debating that Freud is one of the most intelligent and insightful people in history. But his methodology does not translate to what we all need to accomplish in this day and age. I choose Maslow. He chose to discover what made the people who were mentally healthy tick. He chose to focus on what made the successful go. He chose to find the spark that ignited prosperity, and then he shared it with the world.

Our goal continues to be to find the spark that lies with the successful people and companies in our industry. We want to enlighten our community of readers and provide them with their own structure for winning. Our cover article, Splendid Insights, is a must read. Gregory Coticchia helps us find that intangible spark to set your company in the right direction.

In addition, just as Maslow could be considered a bit of a prophet, Mark Grace details how to create a trail of prophets by expertly using your leave behind material.

This issue of CANVAS Digital actually marks our fifth anniversary. And I could not be prouder of the team we have in place and the work we all are dedicated to achieving. It is a privilege to serve this great industry and climb our own hierarchy of needs. We wish you a wonderful fall season. Happy selling.

Warmest regards,

Mark Potter, Publisher P2

CANVAS September 2012

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business insights How Prophets Grow Your Business

By Mark Grace

Why creating a solid ‘Leave Behind’ message inspires others to promote your story

Y

our product is beautiful. It exceeds all expectations. Your service gets rave reviews. So, if you get out there, hustle and sell, show your potential customers what you are all about, they should buy from you, right? That’s the way they did it in the movie “Glenngary Glenn Ross.”

your most important message, so it better be worth repeating. That’s why you must make your message simple and concise enough to repeat under the stress of their boss “pushing” them with questions. Give them an easy to use summary of the “hard copy” so that they can pull out your message on a

But customers have seen and heard it all before. To them, it all sounds the same: “We

print.

We

manage

your documents. We have speed, low cost, high quality…” Your customers used to buy from you on the spot.

You had a good personality.

The relationship was good.

But the sales process has changed. We live in a connected and collaborative world. Nobody is going to buy from you until they talk

Your customers must be able to give your Leave Behind message to others in their network – those who can pass it on with the same clarity.

moment’s notice.

We call this summarized hard copy the “Leave Behind.” Your customers must be able to give your Leave Behind message to others in their network – those who can pass it on with the same clarity. These connections become your prophets.

You want them armed with the right tools and selling for you.

Building

these

prophets

means your customers are your trainers. With a solid Leave Behind, they can repeat your

to someone else about you,

message exactly, which will

your product and how you

lead to the actions you want.

do business.

Is your message worth taking to their network for their

has four points everyone

opinion and experience? Af-

must repeat:

ter all, their network decides on whether to buy or

escribe the essence of who you are 1. D

not. Their network can double or triple your sales.

2. Highlight strategic trends your product or

Your potential customers must involve others in the buying decision process. They must “repeat” P4

The one page Leave Behind

CANVAS September 2012

service positively impacts 3. P icture how your customers will be “after”

business insights

We live in a connected and collaborative world. Nobody is going to buy from you until they talk to someone else about you, your product and how you do business. they use your product

four quadrants, such as Figure 1, and answer the four

(or describe a “day in the life”

questions. You can use PowerPoint to insert four pow-

using your product)

erpoints into one slide. Or you can use your business

4. State how they can pay you and

card backside.

Remember, your Leave Behind is meant for your cus-

work with you

tomers to repeat it precisely, so this is not an elevator The Leave Behind tells your entire sto-

pitch, which is not easily repeated a few minutes later.

ry and how the customer can participate

Speeches suffer from the “telephone game” and are

Preparing Your Memorable Leave Behind Who You Are? Be Clear Be Unique Be Relevant Be Experienced

Value - Before/ After?

Day in the Life Intuitive Impact They Can See, Feel or Live It They Can Describe It

What Strategic Trends You Impact?

Get in Top 10 Strategy Items We Fit in Your Picture

turned in to garbled messages.

Nor is this a multi-page brochure, PowerPoint or some other collateral material. It is one page to be folded into a pocket or put onto a notepad

Have a Dialogue Where to Focus

(or easily sent via social media

How We Do Business?

or emailed electronically).

More Than Next Steps I Do What & You Pay Me How? How Do We Integrate?

Who is in Control?

As you end a customer meeting, hand them several copies of your Leave Behind and ask them to share it with their colleagues. Do

(Figure 1)

not leave anything else. Ask

with you. If one of the four points is miss-

them to raise and address any issues or questions

ing from your message, it’s more difficult

related to the four points you laid out. The Leave

for customers to follow you and do busi-

Behind will raise any issues they have, which you can

ness with you. The Leave Behind directs

then address and change to meet their needs. Your

your conversation and ensures all impor-

customers will improve your Leave Behind by the ques-

tant decision inputs are considered and

tions they ask and their insightful suggestions.

checked off, and led to a quick close.

To construct your physical one page Leave Behind, separate a page into

Leave Behind summaries engage customers, drive the buy decision forward to better closings and help double sales.

Mark Grace founded Beyondvia.com, where his visionary leadership helped transform industries such as oil and gas, utilities, industrial products and consumables to dramatically grow profits using the Better Way and the five approaches: Better Progression, Better Closing, Better Communication, Better Decision Making and Better On-line Operations. You can reach Grace by calling 656-595-6760 or emailing him at markgrace@beyondvia.com.

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CANVAS September 2012

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it is d h ow n a e of blam raised culture e being r e a h s t to t id u rk it self in ed a bo ha t o u t t s lk s a e t if m n e e a e av c an m rld. It s a s t, I h t t ha t o u r wo n e n n the p o m c in o myr ta g hav see it in n t e n te a n t e s v wreakin n e o e f c Heck, I s. Whil orld o peers. urselve y o in a w m d a n d a h n a w t es s s. adults ing on ved on s g lfishne u n lo e c s u r o o s u f y u o y , r do want b ur kids best fo t re m e n nt the hat we e it in o a e w s w t I e o , y g h ll When sw Truthfu ally can blems. e eature o r r r c e p h w o s t d elfi ivity er if can lea roduct e are s I wond p it , r, t w a a f lo h t self. W oo ses and e with ogress taken t on’t pr no issu rk, excu g. But d o t in w s h t m ju a d I have s a ck of te . Thing rily a b t. selves. like a la ecessa happen s n n g t a we wan o in c n h out our t b is , a s t is in or e s ll e a lv r e e’re ec tion ourse w fl n n e r Self int o e o h s lf t u w foc lit tle se g able stantly ssarily e aybe a c e. Bein e M e im we con t n o t t e w ha t w r, s no i a f t om tim s t and r r s f o e e r d o r e g t n d e u min . nd the bla Self int ng. But taken lems. w a rd a n in o k n o lo t d ow ob hi may cu It . t r a bad t an lead to pr u ed in’t h u s c an t pur su s it c w e b ie v e nrs ar a n d co c tives w ot h e d o je e h b n o fi d . e n r w isely d u pon a us gro why ou other.” imprec prove plains ill help one an x e w h e b it ly y o w a t in can im nd K ta d le ealth, a e s te n o s t ce r mpatib ,” John w iv y o t m d c it c it e u je ly u q d s b s li r An “Ob plex o obviou ever pu book, arily or at “com ople n s h e s t p e In his t c is s e ea ealthie e n ot n . His id t ha t a r t s the w s s n t e direc tly n g e g u m e s s. ocus o ts any ele happin don’t f a t a t ha d I d e l if u a s t tain m r f ic n u . a oo y, pir never p ha t I w direc tly und s g nd em w o u in le s t o t p f e It n o y g . a e s a d w K iest p h need at I c a n ner s an h a t we e ha p p y selfis lude th s, par t t c m e g et w n n e e W o v t ha t t h li c r : c e n – our I could ss will s nclusio ot h e r s His co osophy g selfle lp il in w a nt . e gh h e h p b e , ’s h a t we the tou Kay o rd s ? If w w lf e it w e s h r s ’t u it r e n I u h w s t o If e h. In o . A sk y end u p look at se – do s o mu c s ea s o n ht just e s s en take a k g ig e a in m w m ll e e f myself e o and nc es ,w it kind ot h e r s ring th y w a nt ove. O n r e u n e p h d o t h t lf t s im t e a u n c rs bu et w h c a n fo you ca on you te s – g e n we reflec t d w ha t h n T o a t . r associa e g e t sh as oin lit tle tim d o b et as selfi n ou’re d e r y a a c t a le e Take a h p ut w lespeo a rea s w ay. n s abo reat sa ’ll see g e t w a every d h e t questio d r n u e a s v e h li c m e a es, I’ ing. I b anner e g re s s . ourselv re fulfill lfless m eal pro o r e s m g a h in c in k u a perate ’s so m s t ar t m , but it eople o y s p a s e le a ’t s It isn reat t. But g the res ards, st Reg Warme

I

r e t t o P Mark Follo

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CANVAS September 2012

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Splendid Insights How you can find that intangible spark to set your company in the right direction

By Gregory Coticchia

P10 CANVAS September 2012

S

omewhere in the mid ’90s, I was retained by the board of directors (mostly venture capitalists who had invested in the company) of Tartan Laboratories to help them with their strategy challenges. Tartan made software for specialized chips.

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Splendid Insights

Just remember, no product sells itself. There is no such thing as “building a better mouse trap.”

By the time I was retained, Tartan

Aren’t we all? I thought.

had been in business for nearly 10

Fast-forward to last year, and history repeated itself.

years. It stumbled its way into nearly

At Approva, a software company that helps companies

$10 million in revenues, mostly by

gain regulatory compliance (think Sarbanes Oxley) with

selling to defense contractors that

their financial systems, I again was asked by the CEO

used the specialized chips pro-

and chairman to help formulate a strategy.

grammed by the Tartan software.

The situation was similar to Tartan. Once posting

While it racked up $13 million in in-

revenues of around $25 million, the company was in

vestments, revenues were not grow-

decline, while not rapidly; it was headed in the wrong

ing. And despite trying its hand at

direction. Like Tartan, it too had invested in a newer,

a new non-defense business in an

emerging market for its software. And like Tartan, it

emerging stage, the small company

wasn’t large enough or growing fast enough to cover

needed to either grow more rapidly

its revenue decline. Approva had $72 million. It too was

or sell – or both.

looking for a “splendid insight” – a way to restart its

But to do so, the board decided that Tartan needed a new strategy.

growth engine, and get the product and company on the right growth track.

That’s when lead investor David

Many of us are looking for “splendid insights” –

Morgenthaler turned to me and

that intangible spark that some companies either

said, “Greg, we’re looking for splen-

have or they don’t. At least right now, we don’t. We

did insight.”

may have had it and lost it. Our competitors may have it and we want it. Or we may have experienced it at our last company and want to re-experience it.

Each of us have had those splendid insights. I have.

My first recollection is 1987. I was with a company called Duquesne Systems (later named LEGENT Corporation and sold to CA Technologies). The company manufactured mainframe software that improved efficiency of these expensive assets. We built a software product to automate the datacenter operations.

At the time of our offering, it was an emerging market. We had a few sales and a lot of hype. Our offering, after nearly being killed internally for a variety of reasons, was late to market, had less features than our competitors, and, despite being

P12 CANVAS September 2012

priced less than our competitors, launched with a bang. Six months later, we still hadn’t made a sale.

It definitely was a missionary sale; since salespeople needed more time to sell it versus other products they had in their bag.

Nine months later, we had under $100,000 in sales. In short, we were in need of a splendid insight.

Greg Strouse, a colleague of mine at the time, described the market for automation software as, “You could get a roomful of people in Alaska at 2 a.m. on a Sunday night for a presentation on that product, but nobody is buying that stuff.”

He was right. While others were leading the market, our sales should have been bigger. That resulted in an interesting trend. It was clear that other companies were looking for a way for the product to “fit in the bag.”

Given the cards we were dealt, we decided to take a radical stance. Desperation has a way of doing that. We looked around at the other technology we had. One of them allowed us to log on to other

Many of us are looking for “splendid insights” – that intangible spark that some companies either have or they don’t.

Splendid Insights

The good news is that while we cannot guarantee a successful company, product or service definition, we can set the table for an optimized, commercially reasonable outcome.

products and create ways that,

The good news is that while we cannot guarantee a

while we couldn’t integrate to our

successful company, product or service definition, we

own product, we could integrate

can set the table for an optimized, commercially reason-

to every other one. This allowed us

able outcome. Just remember, no product sells itself.

to integrate with all of our compet-

There is no such thing as “building a better mouse trap.”

itors’ products and leverage their

Needless to say, we all realize there are plenty of

install bases.

products that draw us to them. These are the products

We had found our splendid in-

we must own. The current batch of these “must have”

sight. And it worked. Sales hit $10

products are from Apple. Steve Jobs had lots of “splen-

million in the first two years. At the

did insights.”

five-year mark, sales hit $50 million.

Take the iPod’s transition to the cell/mobile/phone device we call the iPhone. If you reflect on the days

Why splendid insights work

when only the mp3 player existed, the most “magical”

Splendid insights happen. But how

selected everything. It was how you communicated

do they happen? Can we apply a se-

with your iPod. No clunky buttons or slides to use

ries of tests or processes that enable

– just that “click wheel.” That ease of use helped de-

us to repeat our successes?

fine the brand.

P14 CANVAS September 2012

identifier of the iPod was the wheel from which you

So, when Apple wanted to morph its presence as an

over the “touch screen?” Why do we

mp3 player, it wanted to use the same premise. But then

wait until we are desperate before we

Apple decided to try something completely different –

look for ways to win in the market?

the touch screen.

There are ways we can avoid re-

The iPhone revolutionized the marketplace. Apple

peating the same behavior over and

delivered ease of use to a consumer base eager to em-

over again. And if we don’t think

brace its simplicity.

we can win more often, well, think

It seemed so simple. But can you imagine the internal

again. We can.

discussions behind Apple’s decision to drop the click wheel for the touch screen?

Why do we make the wrong decisions when we make similar decisions? Why can’t we find our “splendid insights?” Why do we tend to stick with the “click wheel”

Greg Coticchia is an award-winning technology executive with more than 25 years experience in high tech products and services. Recently, as CEO and co-founder of eBillingHub, he grew the company from inception to establishing it in a leading market position that led to its sale to Thomson Reuters. He currently teaches both business-to-business marketing and entrepreneurial leadership at the University of Pittsburgh’s Katz School of Business.

How to Sell Print in an Integrated Marketing Environment 10 tips you can use now

By Ron Strauss

A

s the name of this article indicates, the first key to selling print in an integrated marketing environ-

ment is to stop thinking of what you sell as print. Your customers aren’t necessarily buying print, they want to create demand and repeat business.

Print is simply a means to that end.

What they’re buying is prospects, conversions, customers and loyalty.

Following are 10 keys to help you get into the groove.

P16 CANVAS September 2012

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How to Sell Print in an Integrated Marketing Environment

Once the sales organization becomes adept at listening and learning, they’ll begin to understand how the various barriers to demand generation occur.

No. 1: You’re not in the print business — really

they’re buying on the basis of the lowest price, and

This distinction between selling print

very tight margins. In fact, downward pressure on mar-

versus selling what your customers

gins is one of the key issues facing the print industry.

you’re the “lucky” winner, you probably are experiencing

really are buying may strike you as

Yet, there are select companies in the print industry

simple semantics or a mind game. But

enjoying stable, and in some cases, growing margins,

it’s much more than that. By focusing

despite the headwinds facing the industry. What’s their

your mind on what your customers re-

secret? They don’t sell on the basis of having the lowest

ally are buying, you will start asking

price; they sell on the basis of having the best demand

them different questions, listening in

generation offering. They sell on value.

new and more powerful ways, and un-

Value is defined as benefits less costs. So, you can

derstanding their business and needs

charge a price that gives you reasonable margins if you

on a different level.

can raise the customer’s perception of the benefits you

The mindset of selling demand creation to your cus-

deliver in terms of demand generation given the cost of obtaining those benefits. High-

tomers is powerful. Think

er perceived benefits yield higher per-

about how most of your

ceived value at a given cost level.

competitors’

their

Correctly done, this approach creates

services.

a win-win. You win by being perceived

What they talk about to

as a “value added” vendor and getting

their prospects. How dif-

higher margins. Your customers win by

products

and

sell

ferent are they from you in terms of your basic approach? If the answer is “not much different” you need a new approach.

deploying better demand generation programs and reaping all the benefits.

But this approach won’t work with lowest price only focused buyers – those who buy based on cost per page or print product by the ton. You must help them

No. 2: Differentiate or Die

understand the value of not focusing on price, but on

When your customers and prospects

the benefits of demand generation. If they can’t under-

don’t view you as being basically dif-

stand this basic premise, move on and find those who

ferent from your competitors, how

do. Failure to do so will lead to your failure.

will they decide among you? Everything else being equal, it’s based on

No 3: Listen and learn

who has the lowest perceived price

Many studies of highly effective salespeople show that the

or the highest perceived value. If

more time the customer talks, the higher the probability

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How to Sell Print in an Integrated Marketing Environment

the call will succeed. Selling isn’t about

Often, in searching for and building a solution to cus-

the products and services you’re of-

tomers’ demand generation needs, you’ll find you don’t

fering, it’s about your customers and

have the requisite resources inside your company.

their needs. Highly effective salespeople wait to talk late in the sales call,

No. 5: Be a network aggregator — IMCS

and spend most of the time listening

Creating and building demand generation networks for

and learning.

customer segments will require you to “partner” with

Since every customer needs demand generation, the key to effec-

other product/service providers. You can’t do everything in today’s world in-house.

tive sales is to understand the inter-

The key to doing this successfully is to involve other

nal and external barriers to creating

“partners” you trust. Often, if you create the informa-

demand generation for that custom-

tion and insight, and bring others to the customer, you

er’s particular company. Each com-

can do it by making sure your customer agrees with your

pany will have its own barriers, often

proposed solution and views

unique to that company, but also

you as his key driver

often shared with other companies.

of the network.

The better you understand your

Is there risk in

customers’ barriers, the more on-

bringing other com-

target you’ll be when proposing

panies into a demandgeneration solution

value-based solutions.

network? Yes, but the

No 4: Not all customers are equally valuable

benefits outweigh the risks.

What kinds of companies might

Once the sales organization becomes

be in this network? Market research,

adept at listening and learning, they’ll

graphic design, media planning, media placement, writ-

begin to understand how the various

ers and content curators, media (print, broadcast, video,

barriers to demand generation occur,

outdoor, whatever works), social media integration, search

and how they may “clump” together

engine optimization, lead fulfillment, customer service

among their customers.

centers, sales training, technology (SFA, CRM), etc.

In turn, this will lead to new ways

By working with your customer to create an inte-

of segmenting the market, and new

grated marketing communications solution in order to

solutions for each segment. As the

generate demand, you’re positioning yourself and your

organization learns, it can apply that

company as a key contributor to value.

learning in the form of new demand generation solutions.

No. 6: Under-promise and over deliver

Some of these newly defined seg-

One of the worst things you can do when using a solu-

ments will represent outsized op-

tions approach is to try to build a total solution across

portunities for growth and margins.

the whole system. This often results in over-promising

Some won’t. In many instances, less

results and under-delivering.

than 10 percent of the prospects will

One of the keys to success in building demand genera-

represent more than 80 percent of

tion solutions is to test solutions, and then scale them.

the potential value. Find them and

This keeps risks lower in the beginning, and creates the

love them.

opportunity to test and learn as you go along. Keep the

P20 CANVAS September 2012

How to Sell Print in an Integrated Marketing Environment

Selling isn’t about the products and services you’re offering, it’s about your customers and their needs.

customer in the loop – the more communication is shared between

needs change or his current vendor drops the ball, you’re “top of mind.”

you, the more the risk is shared. Make sure you define whom the customer

No. 8: You can’t start too early — don’t stop

is. It may be a team of people within

Another key is to start now. It takes time to build prospects’

the customer’s company. If so, keep

mental bank accounts. For most categories is takes at least one

the team in the loop.

touch per month to begin the process of building awareness, and establishing your company and you as potential assets.

No 7: Target, target, target – but not exclusively

course. Missing or skipping “touches” destroys value,

Often, a basic mistake in segment-

because in the early stages the value of your bank ac-

ing market niches is not defining the

count can quickly be lost. Mix in investigatory phone

segment too narrowly, but to stop

calls and emails to inquire whether the prospect re-

using broader reach communica-

ceived the mailer/letter/newsletter, etc., and if they have

tions as well. Striking a balance be-

any questions or comments about the content.

Once you start this process, be prepared to stay the

tween the two usually is optimal. tential segment and created a pros-

No. 9: Be your own best customer — leverage your assets

pect database. Now what?

One of the nicest things about a Nurture Marketing pro-

OK, you’ve identified a high po-

Sure, you can call them up and start making sales calls. But if they

gram is that you likely have some of the assets you need to create and deliver this program in-house.

don’t know you or your company, why should they see you?

One way around this is to build a

No. 10: Ask for referrals/testimonials as part of the agreement

Nurture Marketing program. This

By asking for a referral and/or testimonial up front, you’re

uses a variety of methods to create

showing great confidence in the outcome. This is subtle,

“touches” with the prospect over

but real. Be specific about what you expect, how you’ll

time, building a “bank account” for

use it as part of your Nurture Marketing effort, how you’ll

your brand by sending the pros-

protect proprietary information, etc. By building this into

pect information of value about

your agreement or contract, you’ll be able to leverage

his served markets. Then, when his

your successes, building a virtuous cycle.

Ron Strauss is founder and senior executive officer of Brandzone LLC, an Atlanta-based brand-guidance firm. He also is co-author of “Value Creation: The Power of Brand Equity.” Strauss works with CEOs and their staffs in deploying the unique power of brands to motivate employees, suppliers, customers and other network partners to create meaning and purpose for all, sustainable competitive advantage, and economic value-added outcomes. Visit his Linkedin page at www.linkedin.com/in/ronstraussbrandzone

P22 CANVAS September 2012

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