Canvas Magazine | Raising the bar | August 2014

August 2014

EmpowEringmArkEting

sErvicEprovidErs

Achieving your goals in an ever-changing

world

Raising barthe

Building chemistry

Do you look or see?

Big game hunting

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CANVAS P1

August 2014

Publishermark potter > [email protected]

Creative direCtorbrandon clark > [email protected]

Marketing Managerbrandy brewer > [email protected]

Managing editormichael j. pallerino> [email protected]

art direCtorbrent cashman

Contributorsjustin ahrens, linda bishop, lorrie bryan, john foley, jr., graham garrison, vinay nadig

editorial boardchris petroglobalsoft

tom moedaily Printing

dean petrulakisrider dickerson

david bennettbennett graphics

tony narduccio’neil Printing

www.thecanvasmag.com

@TheCANVASMag

www.linkedin.com/groups?gid=1797952

CANVAS magazine for more information: 678.473.6131, 2180 Satellite Blvd., Suite 400, Duluth, GA 30097

Canvas, volume 8, issue 3. copyright 2014 Canvas, all rights reserved. Canvas is published bi-monthly for $39.00 per year by Conduit, inc., 2180 satellite blvd., suite 400, duluth, ga 30097 Periodicals postage pending at duluth, ga and additional mailings offices. Periodical Publication 25493. PostMaster: send address changes to Canvas, 2180 satellite blvd., suite 400, duluth, ga 30097. Please note: the acceptance of advertising or products mentioned by contributing authors does not constitute endorsement by the publisher. Publisher cannot accept responsibility for the correctness of an opinion expressed by contributing authors.

Canvas magazine is dedicated to environmentally and socially responsible operations. We are proud to print this magazine on sappi opus® dull Cover 80lb/216gsm and opus dull text 80lb/118gsm, an industry-leading, environmentally responsible pa-per. opus contains 10% post consumer waste and FsC chain of custody certification.

FEATURES

DEPARTMENTSP2Publisher’s ThoughtsStep out and stand out

P4Do you look or see?P6Using cross media marketing to build successP8Building your leadership launch platformP10The Corner OfficeMarketing Insights:Book Rec: The Doodle Revolution: Unlock the Power to Think Differently

And, action...

Outside the fray

P12NoteworthyEye catching

A New York story

Personnel Moves

Mergers & Acquisitions

Awards & Recognition

Industry Snapshots

P14MSP Product SpotlightsNeenah’s Cabinet for Desktop OS X offers enhanced productivity app for designers

Mohawk’s new swatchbook gives you access to all things digital paper

P40Entrepreneur expert Tom Panaggio on the art of the sale

P16Building chemistryCreating the right reactions in your customers

P22Raising the barAchieving your goals in an ever-changing world

P30Stepping stonesHow to incorporate inkjet into a traditional offset business

P36Big game huntingIt’s time to start selling to marketing – are you ready?

“ one of the leading predictors of engagement is whether a person feels like they’re part of something that’s winning, and an immediate and easy way to do this is to show how wins occur every day and every week – not just when the goal is achieved.”

– Chuck Allen, VP, Realm Advertising

P2 CANVAS AUgUST 2014

There are a few highly regarded thought leaders that claim we are trapped in an

Industrial Age mindset. Authors like Daniel Pink and Seth Godin have detailed

the idea that the deep-rooted industrialism within our society is taking us down a

rabbit hole of shrinking sales and decreasing margins.

Industrialism permeates all facets of our lives. For example, our eduction system is no

different than it was 50 years ago. Today’s kids probably are more stressed and anxious than

ever before. The reason is that the opportunity to differentiate yourself in the same system

that everyone else is using – and has been using for decades – is miniscule.

Students are stressed because they must work feverishly to get results that set them-

selves apart and get them into a good college. Many of today’s kids don’t focus on anything

outside of school, which causes them to lose some unique perspectives. In turn, in order to

create some separation between kids, we created a 5-point scale rather than a 4-point scale.

Apparently, the only way to stand out is to study harder, memorize more than the next kid,

and create a new scale for the same program.

One of the more devastating results of this stale system is that any kid who

does not subscribe to the program is deemed weird or an outcast. Someone

who likes to draw or isn’t interested in pounding out extra credit in social stud-

ies is not part of the team and is considered unproductive. As a result, we typi-

cally shun those who step out of bounds or challenge convention. It could be

argued that real progress and extraordinary returns come from those outliers.

In my opinion, the result is that there are more kids with anxiety and fewer

kids with the ability to truly engage. Their addiction to stay within the lines is

an epidemic that carries forward into the business world. More specifically,

industry is focused on running things more efficiently, lowering costs and

producing more of the same stuff as fast as we can. We are trying to squeeze every last drop out

of a system that has not changed, which creates high stress and anxiety.

It is no different in the printing industry. We stay the course and try to print better, faster and

cheaper, while simultaneously trying to get more quotes. But so is everyone else. And that’s what

causes a lot of sleepless nights. So, stop trying to keep up with Joneses and start doing things the

rest of the world deems unconventional. In addition, you shouldn’t be afraid to make mistakes or to

fail. When you let go of the Industrial Age mindset and embrace the new “Connection Economy,”

your world will open up. You will start to focus on the creation of new possibilities and dreams.

We would like to think that CANVAS is a bit unconventional and that it reminds you to step

out and swim against the current. In this issue, we thought we’d take a peek at how you can

start to stand out by setting goals. Our cover story, “Raising the Bar – Achieving Your Goals

in an Ever-Changing World,” details how to do just that. In our second feature, “Building

Chemistry,” we highlight how to create the right reactions with your clients.

Enjoy the issue, and don’t forget to step out and stand out.

Respectfully,

Mark Potter

Publisher

Twitter @markricepotter

Step out and stand out

When you let go of the industrial age

mindset and embrace the new “Connection economy,” your world

will open up.

publishEr’s thoughts

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Justin Ahrens is founder and

principal of Rule29, an award

winning suburban Chicago-

based strategic creative

firm. He is a frequent guest

blogger, national speaker

and author of “Life Kerning:

Creative Ways to Fine Tune

Your Perspective on Career

and Life” (Wiley). Follow him

and Rule29 on Twitter –

@justinahrens and @rule29.

by Justin AhrEnspErspEctivE

Do you look or see?and tune in to what we’ve been doing

well or neglecting at work and at home.

Take the time and take notes.

I think we “look” during the majority of

our day. I know I do. But now it’s time for

me to “see” more – to create space to

see, to be intentional.

Here’s my challenge: Take 20 minutes

and go sit somewhere. It could be a

park, a coffee shop, on the roof of your

building or in a room you rarely spend

time in, whatever. Now, just listen and

watch. Lie down and stare at the sky.

Just be free for a moment from anything

you have to do – just be. When you’re

still you can hear things better. You can

hear what’s going on around you and

what you’re thinking about.

Get out of your comfort zone.

Submerge yourself in a different culture

or volunteer somewhere. The key is to

do something outside of your normal.

As the wise sage, Mr. Ferris Bueller,

once said, “Life moves pretty fast – if

you don’t stop and look around once in

a while you might miss it.”

So, stop and look around. Life is

short. Play hooky and watch “Ferris

Bueller’s Day Off,” even it’s just for a

few hours. I promise – this can be the

beginning of a new, career-changing

(and life-changing) perspective.

Ask yourself the following questions: Do you

want to “see” things you weren’t expecting? Do

you want to see the world and all its beauty, pain,

challenges, hypocrisy and hope that it holds? Do

you want these things to affect you and moti-

vate you? Or do you just like “looking” as you go

through your day? Really, your answer to this last

question is the key here.

If you answered yes, you’ll want some activities

built into your day to help remind you to see. Let’s

just talk about one: creating space.

The concept is simple: Plan a time every day, once a

week, once a month, whatever you can spare, and do

something different. It can be for five, 10, 15 minutes,

or more. Find a place that works for your life – one that

ideally is inspiring and helps you to avoid distractions.

When was the last time you were alone and able

to just dream? Dreaming about you? When was

the last time you were just still, silent and focused?

When we’re alone, we can take time to be honest

Every day we get up and go through the motions. The usual. The grind.

The routine. You get the picture. But I’m convinced that if we want to

evolve in our lives and careers, we need to spend more time actually

“seeing” the world around us. You know, taking time from our Star-

bucks drinking and social media interacting to pause. A quote my friend Bob

shared with me that really challenged me is from Henry David Thoreau: “It’s not

what you look at that matters, it’s what you see.”

For some reason this nagged at me. Maybe because in my life and work, I some-

times feel that things get routine or expected, or I go to that “bag of tricks.” We

all want a certain level of comfort. We

like routine. But we also get busy, self-

focused, distracted or find ourselves

going at warp speed. So, I decided to

look up some definitions of “look” and

“see” and was even more challenged:

Look: to look at something for a

reason, with an intention

See: to see something that comes into

our sight that we weren’t looking for

The definition of “see” is what I want

in my life, in my day-to-day and, ulti-

mately, in my work and conversation.

So what do we do? That’s the magic question. The good news is that there are so

many roads to “see.”

Plan a time every day, once a week, once a month,

whatever you can spare, and do

something different.

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by John FolEy, Jr.mobilE mEdiA

Using cross media marketing to build success

John Foley, Jr., is CEO of

interlinkONE and Grow

Socially. Foley and his

team consult with print

companies on transforming

their businesses, write

strategic online marketing

plans, and frequently

discuss a variety of

informative marketing

techniques and topics.

Are your marketing efforts in

need of a pick-me-up? Visit

http://ilink.me/MessingUp and

take the quiz to see if you’re

messing up your marketing.

It’s a loud, busy world out there. With so much information available, getting your

voice heard is a challenge for any company. For print, mail and fulfillment provid-

ers, cross media marketing really is vital right now. A well thought out cross media

campaign is one of the best ways to communicate any message clearly, consis-

tently and in a way that’s relevant to the listener. Keeping up with cross media marketing

trends is an important component of your ongoing success – and that of your clients.

Cross media marketing mattersUnderstanding the importance of keeping up with the latest in cross media market-

ing is the foundation of a successful cross media marketing campaign. Simply put,

cross media marketing means greater response rates. That equals more sales for

your clients, and happier clients and repeat business for you. Print

campaigns that integrate cross media marketing frequently have a

greater conversion rate than print campaigns alone. This increased

response rate is a strong selling point for cross media marketing,

but the benefits go beyond straightforward sales figures. What

else can cross media marketing do for your clients’ business?

Building better customer relationsThe way to a customer’s heart (and wallet) is to build an authentic

relationship based on trust. Customers want to know they are doing

business with a company that understands their unique needs.

Cross media marketing is a useful tool for doing just that. The use of

pURLs already is well known,

but how about personalized

QR codes or even personalized NFC marketing?

From a mailed brochure to a bus stop ad, QR

codes and NFC mean the customer is offered

relevant content in an instant. A car dealership

could use a personalized QR code to take the

customer to a landing page tailored to its local-

ity. It all adds up to a more relevant marketing

campaign that will encourage customer loyalty.

Beyond print & PURLsAs you can see, cross media marketing is much

more than linking a mail piece to a pURL. Tech-

nology such as QR codes and NFC can be used

to make a campaign more personalized. Placing

the right message in front of the right customer

means that marketing dollars are spent in the

way most likely to bring a good return.

The new cross media marketing technol-

ogy means that printed materials are no longer

static, but can become part of an engaging and

tailored marketing campaign. Innovative uses of

augmented reality can transform printed materials

into a platform for a 3D experience. Some

examples include a Mini Cabrio ad that

made a 3D car pop up onscreen when the

magazine was held up to a webcam, and

an augmented reality edition of Esquire

magazine that brought the articles to life.

Keep an eye on the futureCross media marketing is an ever grow-

ing and ever changing sector. When

QR codes first came into common

usage, they seemed like magic,

allowing smartphone users

to access information with a

simple point and click. Now,

using QR codes is second

nature to many consumers,

while augmented reality and

NFC are much more novel.

Seeing how these new tech-

nologies develop and how to

integrate them into a cross

media campaign will ensure your

campaigns and services stay at

the forefront of the new cross

media. Imagine an augmented reality

campaign that allows customers to tap

an apparel ad and see themselves wear-

ing the clothes? Or how about an NFC

supermarket coupon that downloads all

the information to the users’ phones and

automatically applies the offer with one

tap at the checkout? Keeping abreast

of new developments in cross media

marketing means you can design and

deliver services that are up to date and in

line with the competition.

When it comes to getting their voices

heard, your customers may be wonder-

ing if they simply have to shout louder.

With the latest cross media marketing

technology, you can show them how to

stop shouting and communicate smarter.

Cross media marketing provides the

tools needed to craft relevant and engag-

ing campaigns that work across channels

and speak directly to customers.

Customers want to know they are doing business with a company that understands their unique

needs. Cross media

marketing is a useful tool for

doing just that.

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by vinAy nAdiglEAdErship

Building your leadership launch platform

Vinay Nadig is the author of

“Leadership IS for Everyone:

20 Leadership Secrets for

Exceptional Outcomes and

Fulfillment at Work.” For 20-

plus years, Nadig has served

as a consultant, entrepreneur

and business unit leader in the

manufacturing, healthcare,

retail, technology and airline

sectors. For more information,

visit, www.vinay-nadig.com and

www.leadershipdharma.com.

No. 2: Accomplish (Initiatives)Your competence and core skills must drive you to

finish projects. This is key – the starting and finish-

ing of purposeful work, where you are able to use

and polish your core skills. Whether you’re start-

ing off, changing careers, adding skills or taking

on more responsibility, this is a key building block

to the foundation of your platform.

Leaders who are at this stage of the ascent typically are Level 2 leaders – “Experts”In addition to being Seekers, Experts have

begun to finish initiatives and are sought-after,

“go-to” resources in their communities. They

lead and are put in leadership roles due to

complete mastery in their specific areas.

No. 3: Achieve (Credibility)You are credible based on what you accomplish

– whether it’s a set of outcomes you generate or

In today’s world of the goal to “become someone” rather than to “do some-

thing,” leadership becomes a façade rather than a behavior. A much better

way is to stand on what I call your own “Leadership Launch Platform.”

Why not stand on a sustainable model of leadership behavior within your-

self so that you can, in fact, lead others? Why not be more substance than form?

It is straightforward. The Leadership Ascent Curve provides you with that frame-

work – the roadmap for your journey toward exceptional outcomes and fulfillment.

What is the Leadership Ascent Curve? It is a model and a system toward sustain-

able leadership behaviors. The Leadership Ascent Curve illustrates the ascent of

a leader through the various levels of leadership. Based on a foundation called

the Leadership Launch Platform, it has four levels: The Seeker, The Expert, The

Enabler and The Transformer. Moving up this ascent curve requires you to focus

on the building blocks of your Leadership Launch Platform.

You already may be on your way or you may be constructing your platform.

The reality is that these four building blocks require constant feeding and care.

Remember: You are never “done.” Leadership is an ongoing commitment. Commit

to these four building blocks and embrace leadership as a daily behavior, and

you’re sure to do exceptional work and thrive in today’s workplace:

No. 1: Acquire (Core Skills)The basic and essential core of any leader is, first and foremost, competence.

Whatever your chosen field, you must commit to a relentless pursuit and mastery

of those core skills. An incompetent leader is a pretender, at best.

Leaders at this stage of the ascent typically are Level 1 leaders – “Seekers”They have a fully developed personal mission statement. They know what their core

should be made up of and they tirelessly build it up by acquiring skills and knowledge.

a set of outcomes you enable in others.

Credibility is a result, not an action. It

appears, as if by magic, once you actively

pursue the first two building blocks.

Leaders at this stage of the ascent typically are Level 3 leaders – “Enablers”At this level, leaders no longer are looking

to solve problems based solely on their

functional expertise. They now are lever-

aging the strengths of others to solve

organizational issues. They understand

that to empower others they no longer

need to be the “smartest person in the

room.” While lesser leaders shrink from

giving others visibility and power, Level

3 leaders always are focused on ensuring

the success of those around them.

No. 4: Nurture & Leverage (Relationships)You now are a leader who collaborates,

connects and engages yourself (and

others) toward a higher level of perfor-

mance. This is the zone where you not

only can launch yourself, but others as

well. You begin to see and understand

that the leadership behavior within your-

self now actually results in outcomes for

others – the others whom you lead and

who have chosen to follow you.

Leaders at this stage of the ascent typically are Level 4 leaders – “Transformers”At this level, the entire value that these

leaders bring is to focus on totally trans-

forming the people they lead. They are

completely focused on getting their

people to their highest possible level

of performance. Level 4 leaders do not

shirk the attributes of the Seeker,

the Expert or the Enabler. In fact,

they will use those attributes within

themselves whenever necessary, but

always in the service of transforming

someone else to a peak performance

state, so that ultimately the entire

whole achieves fulfillment.

COMPLEX CHALLENGES. END-TO-END EXPERTISE.

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Canon is a registered trademark of Canon Inc. in the United States. All other referenced product names and marks are trademarks of their respective owners and are hereby acknowledged. ©2014 Canon Solutions America, Inc. All rights reserved.


mArkEting insightscornEr oFFicE

And, action...Okay, we get it – you’re glued to your TV sets already. According to the “Online Video – Look Who’s Watching Now” report from Adroit Digital, 59 percent of consumers say their television sets are turning into overgrown monitors for viewing content they select from an online device. Men and young adults significantly are more likely to say so than women or older adults: 69 percent of men say their TVs are becoming a big monitor to display digital on-demand content, compared with 51 percent of women. Also, 63 percent of people age 18-24 say the same, compared with only 47 percent of people age 45 and older. The most popular forms of viewing include: YouTube (68 percent), live television (51 percent), Netflix (49 percent), DVR (30 percent), web-enabled devices (25 percent) and other online streaming sources (22 percent).

book reC

The Doodle Revolution: Unlock the Power to Think Differentlyby sunni brown

Einstein did it. So did JFK, Edison, Marie Curie and

Henry Ford. These powerhouse minds were all invet-

erate doodlers who knew instinctively that doodling

was deep thinking in disguise – a simple, accessible

and dynamite tool for innovating and solving even the

stickiest problems.

In “The Doodle Revolution: Unlock the Power to

Think Differently,” Sunni Brown strives to bring the

power of the doodle to the rest of us. Her main goal: Stop telling your children,

students and employees to stop doodling. By overturning misinformation about

doodling, Brown demystifies visual thinking and shows us how it has inspired

countless breakthroughs in science, technology, medicine, architecture, literature

and art.

And as Brown proves in this compellingly inspiring and empowering book, it

can help you think and do better in whatever endeavors you pursue.

Our hope is that Brown will give you the inspiration to take up your pen, pencil

or whiteboard marker, without shame, judgment or apology, and start doodling.

It’s a book CANVAS readers should put on their “must read” list.

I think analyzing social media data for business insights will be with us for a long, long time. Sharing on social media is the new water cooler. It’s the new small town diner. Sharing ideas and opinions, and talking about products we use and the news of the day

isn’t new. We will always find new ways to share information with each other.– Elizabeth Breese, senior content and digital marketing strategist at social media analytics

firm Crimson Hexagon, on why analyzing social media data remains important

The percent of marketers that are measuring the effectiveness of social media marketing, according to the “2014 Social Media Content Development Survey” from Ipsos OTX and the Association of National Advertisers. The report shows that marketers prefer metrics such as “Likes” and click-thrus the most. Metrics aligned with broader business operations were among the least used, with just 23 percent measuring ROI and 24 percent measuring sales.

CANVAS P11

mArkEting insights

Outside the frayMarketers continue to create content with SEO in mind

With content creation at the top of the list, today’s marketers continue to move away from

those traditional search tactics. According to the “2014 State of Search Marketing Survey Report,”

73 percent of marketers are using content creation as part of their organic search engine

optimization tactics, outpacing traditional tactics such as metatag use and link building.

Here’s a look at the more popular organic search marketing tactics they’re deploying:

75%SEO landing

pages73%

Content creation

69%Meta tags

65%Blogs54%

Social media integration

52%Link building


updAtEs From thE industry notEworthy

During a July baseball game in the Bronx, Canon U.S.A. Inc. hosted

its annual Promotional Night with the National Center for Missing

& Exploited Children (NCMEC) and the New York Yankees.

In the pre-game ceremony before the Yankees’ game

against the Tampa Bay Rays, Canon presented John Walsh,

co-founder of NCMEC, and John Arnos, NCMEC advisor,

with a check for $508,213. The money represented the cumu-

lative total of monetary and product donations Canon helped

raise in 2014. Along with the check donation, the first 18,000

fans received a Canon and Yankees branded baseball cap.

Since 1997, Canon and NCMEC have raised awareness

about the issue of missing and exploited children through

the Canon4Kids program. The program has donated

more than 2,200 pieces of equipment, including digital

cameras, fax machines, printers and scanners, which have

been distributed to law enforcement agencies in all 50

states, Puerto Rico and Guam. Canon4Kids also educates

parents and guardians about how a current digital photo-

graph is one of the most important tools to help locate a

missing child.

Eye catchingVision Graphics Inc/Eagle:xm wins top honors for marketing excellenceVision Graphics Inc/Eagle:xm took home a prestigious “Gold Key

Award” for marketing excellence at the 2014 Business Market-

ing Association’s annual gala. The Loveland, Colo., company

was honored for its “We Make It Easier for You to Redefine

Eye Catching” campaign – a self-promo 22-page bound book

featuring unique color, print and finishing techniques.

The Vision entry, which was launched to illustrate the powerful

impact that well-executed print has when it comes to capturing

consumer attention, was chosen from among 174 entries from

Colorado’s top B2B businesses and agencies. Only 16 percent

of the entries received a Gold award. Entries were reviewed by a

panel of six independent judges from across the country repre-

senting agency and corporate marketing professionals.

“It was remarkable to see the creativity and passion that

went into the BMA award winning entries,” says Vision’s

director of marketing Michele McCreath. “Vision’s mission

has always been to produce award-winning work for our

clients, and our talented staff made no exceptions when

it came to producing our own work. To stand alongside

some of the top companies in Colorado and be recog-

nized with a ‘Gold Key Award’ for our own campaign was

an honor. ”

Vision Graphics is one of Colorado’s 50 fastest growing

privately owned companies, earning a spot on “Inc.’s 500/5000

Nation’s Fastest Growing Private Companies” list and one of

the top 400 largest commercial printers in America.

A New York storyCanon U.S.A teams with New York Yankees to help exploited kids

Mergers & Acquisitions

J .S. McCarthy Printers, Augusta, Maine, has purchased the customer base and certain assets of Stamford, Conn.-based

Printech. Under the agreement, Printech co-owners Carmine Furci and Ed Furci will join J. S. McCarthy as members of its

management team, focusing on areas of manufacturing and sales. The Printech division of J. S. McCarthy will continue to

operate from the Stamford location Printech has occupied for the past 19 years.

Personnel Moves

After 34 years as a production executive at Quad Graphics,

Bill Graushar has retired, and become an associate consultant

for the PrintCom Consulting Group. Along with holding 38 print

production patents, Graushar was responsible for maintaining,

upgrading and adding new technologies to Quad’s production

capabilities. Over the years, he has worked on inkjet and mail-

ing technologies, continuous improvement methods, and the

implementation of automation and productivity enhancements.

International Paper has promoted Mark S. Sutton to president

and COO, and named him to its board of directors. Effective

immediately, Sutton will assume responsibility for the company’s

operations, and report to chairman and CEO John Faraci. Most

recently, Sutton served as senior VP, industrial packaging.

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

Your NEwS HErE »»

Awards & recognitionThe Palm Beach County, Fla., school district recently honored

Canon Solutions America Inc.’s Future Authors Project with

a “Bronze Business Partner Award” in the large business

category. In its ninth year, the private-public partnership with

the school district helps students learn about the processes

of writing, editing and digitally publishing books. Middle and

high school students are nominated by their language arts

teachers to participate in a free eight-day summer writing

workshop. The program enables students to spend time with

teachers, authors and previous participants to practice writ-

ing pieces in various genres. Next, their works are compiled,

professionally published and digitally printed in final book

form by Canon Solutions America’s Production Print Solu-

tions division. Nearly 400 Palm Beach County students have

participated in the program since its inception. Canon Solu-

tions America is a subsidiary of Canon U.S.A. Inc.

Industry snapshotsMohawk extends lease at ohio converting facility

Mohawk, North America’s largest privately-owned manu-

facturer of fine papers, envelopes and specialty substrates

for commercial and digital printing, has extended the

lease on its one million square-foot converting center and

warehouse facility in Ashtabula, Ohio, through Decem-

ber 2022. The decision, which extends the current lease

beyond its original term, reflects the company’s commit-

ment to expanding its envelope converting operations

and, further demonstrates its confidence in the assembled

workforce. Since January, Mohawk has hired nearly 100

new employees, and has invested more than $2 million

in equipment additions and upgrades in the company’s

state-of-the-art center. One of Ashtabula County’s larg-

est manufacturing employers, Mohawk plans to hire 20-30

new employees this year.

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dEvElopmEnts in print

MSP productspotlights

Faster than a speeding…Neenah’s Cabinet for Desktop OS X offers enhanced productivity app for designers

If you’re looking for a better, more effi-

cient way to find your paper, your answer

is here. Neenah’s desktop Mac app,

Cabinet, is a free app that downloads

fast, enabling you to browse, search, view and

compare paper for print projects whenever or

wherever you work – on your desktop, iPad,

iPhone or Android.

Developed over the past year in collabo-

ration with And Partners, this updated desk-

top version has undergone extensive test-

ing and user research. And because Cabinet

automatically updates itself, you’ll know you

always have the right information, right at

your fingertips.

The new Cabinet features an improved

and more intuitive user experience, scalable

chrome and significant performance enhance-

ments with OS X.

Cabinet is a virtual library of paper samples.

Designers can view how they think: by paper

grade, texture, color, weight, etc. Print demon-

strations and swatchbooks are available with a

single click from Cabinet through neenahpa-

per.com. Users can handily test design ideas

and concepts by ordering Neenah’s unique

Personal Proof on the paper or papers of their

choice to share with their clients or to imagine

creative possibilities.

First-time Cabinet users will enjoy instant

access to view papers and envelopes numbering in the tens of thousands

within the Neenah family. Current users will appreciate the more intuitive

entry points into Neenah products and services. A new global search

feature to enhance productivity enables users to filter or search by prod-

uct. New action buttons and contextual drop downs make for a simpler,

cleaner, more intuitive user experience.

For more information, visit www.neenahpaper.com.

because Cabinet automatically updates itself, you’ll know you always have the right information, right at

your fingertips.

CANVAS P15

At your fingertipsMohawk’s new swatchbook gives you access to all things digital paper

what if you had a resource

that gave you access to

all the premium paper

choices available for digi-

tal printing? Enter Mohawk’s new digital

fine paper swatchbook, which features a

comprehensive selection of papers and

non-paper substrates engineered for high-

performance digital printing.

Mohawk’s digital fine papers portfo-

lio features leading brands and grades

engineered for maximum performance on

today’s state-of-the-art digital presses. Its

digital fine papers are available in conve-

nient sheet sizes for the wide variety and

ever-changing specifications of digital

equipment in the market today.

Mohawk offers the widest selection of premium digital papers, includ-

ing whites, colors, recycled papers and various finishes such as smooth,

textured, and many others available for HP Indigo or Xerox iGen presses.

The swatchbook features two waterfalls of actual paper samples – one

demonstrating available finishes and one that provides basis weights,

as well as a color chip for every shade offered. A complete stocking

chart shows more than 250 inventoried items from 24-pound writing to

130-pound double thick cover.

Mohawk digital fine paper grades in the swatchbook include:

• Mohawk Loop – an environmental paper with high postconsumer

waste fiber for use in digital printing where sustainability is a concern

• Mohawk options – featuring its proprietary Inxwell treatment for

high-fidelity image reproduction

• The Mohawk Studio Collection – featuring rich colors suitable for

use with HP Indigo white ink technology

• Mohawk Superfine – known worldwide for its elegant smooth or

eggshell digital printing surface

• Mohawk Via – an economical collection of premium textures

and colors

• Strathmore writing – one of the finest cotton stationery papers

in the world

• Mohawk Chromolux – a high gloss choice for outstanding

print performance

For more information on the swatchbook or to get a sample,

contact Kara Moschetti at [email protected].

Mohawk’s digital fine papers portfolio features leading brands and grades engineered for maximum performance on today’s state-of-the-art digital presses.

CANVAS P17

Chances are you know someone who has written a book about sales. Amazon lists more than 25,000 on sales strategies. And if you search online for “sales strategy books,” in half a second you’ll have results exceeding 96 million. Fortunes have been made sharing advice on how to

sell ice to Eskimos, sand to Arabs and plastic surgery to Joan Rivers. Unfortunately, many of these strategies rely on manipulation and intimidation to achieve desired outcomes. Some seem as contrived and sketchy as tactics you might find in a used-car salesman’s playbook.

These used-car-salesman tactics often fail

in today’s more savvy business environment.

More people are looking for authentic rela-

tionships, and sellers must understand that

expectations are changing. Veteran nego-

tiation and contracts expert Eldonna Lewis-

Fernandez believes we are in a relationship

economy where people spend too much time

behind the computer and detached from

speaking with or meeting people face to face.

“We want to know people are authentic,” Lewis-Fernandez says. “It’s the know-like-and-trust factor. It

takes time to build a relationship and to get people to know you enough to like you and/or your company

and product/service, and then trust that it is the right product/service for them. It’s not going to be as instan-

taneous as it once was at the beginning of the online era. We are getting back to more of a face-to-face,

person-to-person economy in business.”

The author of “Think Like a Negotiator” says the key to creating the right reaction in customers is build-

ing the proper relationship, so that the reaction you get is the reaction you expect. Lewis-Fernandez says

she recently heard a panel of executives from 10 Fortune 500 companies – Dell, AT&T, Intel, etc. – say that

the most important thing in business today is the relationship. “You have to take the time to get to know

your customers – to make sure they are your right customers to begin with, so time isn’t wasted in pursuing

someone who isn’t your ideal customer. Once the relationship with the customer is established, it needs to

be cultivated to ensure you remain top-of-mind for continued relationship and revenue investment.”

Creating the right reactions in your customersby lorrie bryan


Building chemistry

Rather than borrowing tips from the used-car-salesman manual, today’s sales

professionals should consider taking a page from the “Boy Scout Handbook.” For

more than 100 years, the Boy Scouts have been preparing young men to become

responsible citizens and leaders and, by extension, successful sales professionals.

So, with some help from the Boy Scouts, here are a few fundamental elements that

can help build successful relationships with your customers and employees.

No. 1: Help other people at all timesIf you are focused on meeting your quotas, you are going about it all wrong, says

Bob Urichuck, an internationally renowned Velocity Selling specialist. “Your focus

should be on the buyers and their needs – what you can do to help them. Build

rapport and trust. Get them talking and listen.”

Bestselling author Chip Bell says it’s essential for businesses to meet their custom-

ers’ core needs. “Businesses need to consistently deliver quality products and

services, and value,” says Bell, whose company, The Chip Bell Group, has helped

many Fortune 100 companies dramatically enhance their bottom lines and market-

place reputations through innovative customer-centric strategies. “If you can’t do

that, then you won’t stay in business. Don’t confuse price with value – cheap is not

better. It’s not about having the lowest price – you have to deliver the best value.”

No. 2: Keep myself physically strong, mentally awakeBell says that businesses often keep doing things the same way, failing to realize

that their customers’ expectations are constantly changing. “Buyers’ perspectives of

time, access and preference for channels are constantly changing. Consequently,

customers have ever increasing expectations for their experiences. And they

continue to rise every time they have a positive transaction with anyone. A visit

to Nordstrom, Zappos or even Disney World alters customers’ expectations for

every other business, regardless of industry.”

Margins are thin, making value-added items expensive. So, one of the best ways

that businesses can differentiate themselves is by offering a creative, ingenious “value-

unique” experience, instead of another value-added element. “Exceed expectations

and offer your customers an unexpected surprise,” Bell says. “Thrill and delight them.

Make every experience awesome, like the free prize in a Cracker Jack box. If I were a

retailer in today’s market – competing with online retailers – a visit to my store would be

like a trip to Disney World. The visit would have an emphasis on an exceptional customer

experience, one that customers would feel compelled to tell all of their friends about.”

“ it takes time to build a relationship and to get people to know you enough to like you and/or your company and product/service, and then trust that it is the right product/service for them.”

– Author Eldonna Lewis-Fernandez


Building chemistry

No. 3: Be morally straight…trustworthy, loyal, helpful, friendly, courteous, kind, obedi-ent, cheerful, thrifty, brave, clean and reverentWould you conduct yourself differ-

ently if you knew your kids were watch-

ing? Bell advises companies to be

ethical and respectful of their clients

at all time, as if their kids were watch-

ing. “Do what you say you’re going to

do, keep your promises, don’t ever lie

or deceive – walk the talk and model

behavior for your employees. Building

trust with your customers and employ-

ees is essential, and is the founda-

tion for success and longevity in

a relationship.”

Business leaders should value and

respect their employees on the front-

lines and take good care of them.

“They are your scouts, and they can

gather and provide tremendous

customer insights and information,”

Bell says. “As your ambassadors, your

employees echo who you are. The

No. 1 impact on customer relations is

employee relations. You can’t maintain

good relationships with your custom-

ers if you don’t have good relation-

ships with your employees.”

No. 4: Be preparedIn this ever-changing world, you must keep your eyes and ears open, and be

prepared for change. Bell says that when he’s addressing business leaders, the

number of people who disregard social media alarms him. For example, many

don’t even have a Facebook presence. “More than 1.2 billion people have Face-

book accounts – that’s over 48 percent of all internet users on the planet. Busi-

ness leaders need to recognize the power of social media – not as a marketing

source, but as a relationship catalyst. Facebook, as one social media outlet, is

not about posting what you had for breakfast – it’s about being there and being

in the conversation.”

When you’re building great relationships, you’re also building advocacy, and that’s

critical to success. “Your customers become an extension of your sales efforts,” Bell

says. “They say good things about you and insist their friends do business with you.

Social media multiplies this exchange exponentially. You need to be where your

customers are and join in on their conversations. Use social media to gather infor-

mation, and then be prepared for change.”

“ exceed expectations and offer your customers an unexpected surprise. thrill and delight them. Make every experience awesome, like the free prize in a Cracker Jack box.”

– Bestselling author Chip Bell

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CANVAS P23

Debbie Simpson’s sales team hates October. If trying to come up with that killer costume for the firm’s annual Halloween party isn’t hard enough, Octo-ber is when they have to start developing their

sales and marketing plans for the upcoming year. Setting the goals for what lies ahead is a daunting task when you’re in the throes of trying to hit the goals you set the year before. And, truth be told, Multi-Craft is one of those companies with lots on its plate. The Newport, Ky., marketing firm provides a wide variety of support services across the Greater Cincinnati area and all points beyond. So, when Simpson, the president and owner, sets the company’s compass forward, the plans can be very intrinsic.

The strategy starts with detailed spreadsheets on where her team is year-to-date, as

compared to the previous year. Next, each member is required to develop a plan for the next

year. Simpson takes all the information and rolls it into a company-wide strategy.

This enables her to manage the sales team by their goals, tactics and strategies, rather than

hers. The strategy also allows Simpson to craft a realistic budget, i.e., each team member knows

his goal and how the company can best support it.

Achieving your goals in an ever-changing

worldby Michael J. Pallerino

Raising barthe


Raising the bar

“These are very thorough plans, and I’m asking a bunch of sales mavericks

to stop long enough to develop them,” Simpson says. “The motivational

part is that most years we meet or exceed our sales goals. I’m not sure we

would do that if we didn’t have something to measure ourselves against.

My sales team is very competitive and they love to know they’re winning.”

In today’s increasingly competitive landscape, many leaders say that

setting realistic goals – both business and individual – is the key to consis-

tent, sustainable growth and success. But what is the best way to set and

achieve goals? Is raising the bar the way to motivate your troops or does it

even matter in a time when changes in things like the economy and technol-

ogy force many companies to “play it by ear?”

These are questions Simpson takes to heart. “Absolutely goals matter,”

she says. “Technology drives change, and sure, many things are different

today, but business is still business, and it requires planning and a strategy

to be successful. Goals are a part of the planning process. We need to know

where we are and where we want to go. Goals are the ‘where we want to

go’ part. Once we know where we want to go, we can develop tactics and

strategies to get there. Goal setting is nothing more than a strategic plan

with many parts. It’s a process, and for the best results, it’s wise to follow

that process.”

Over the years, Chevine Ander-

son has helped organizations like

the Center for Disease Control and

Prevention, and Genae Banks Photog-

raphy set their strategic visions. And

when he starts to tell the stories about

various clients who have faced the

challenges of setting these visions,

he always comes back to the power

of goals. Anderson believes you can

only raise the bar if you’re willing to

properly set goals and follow where

they lead. For example, the first thing

you should do is set achievable goals

based on the skill set of the people

involved. That means making sure

each person is engaged and chal-

lenged, but not exhausted.

“Honestly, you can be successful with goal setting, but you have to aim for

something,” says Anderson, managing partner of management consulting firm

Nobility Advisors in Atlanta. “In the end, having goals in front of you allows

you to make faster course corrections, and save time and resources. Goals will

always matter because they provide direction for employees and leaders alike.

My advice is to see the macro and micro picture when you set goals. If you are

able to see what impact your goal has, you can stay motivated.”

When goals go boomThere are scores of reasons that people and companies don’t hit the bulls-eye on

their goals’ marker, but the two biggest may be the fear of failing to do something

they committed to do and the fear of losing comfortable activity that prevents

reaching their goals.

Clients of Jim Grew, an expert in CEO-level strategy and executive lead-

ership, know that when it comes to committing to goals, he is the man to

turn to. Known as the Business Transition Defogger, Grew helps leaders

discover the hidden opportunities within their businesses and exploit them

for dramatic results, goals included.

“ goals will always matter because they provide direction for employees and leaders alike. … if you are able to see what impact your goal has, you can stay motivated.”

– Chevine Anderson, Managing Partner, Nobility Advisors


Raising the bar

“Setting goals that you actually mean

to reach always means loss,” says Grew,

who leads The Grew Company. “The

point of goals is to direct behavior, both

toward an end and away from distrac-

tions. Most distractions give pleasure

(why else do them), so goals mean

giving up pleasure now. The canard

that big pleasure later overcomes little

“ one of the leading predictors of engagement is whether a person feels like he’s part of something that’s winning, and an immediate and easy way to do this is to show how wins occur every day and every week – not just when the goal is achieved.”

– Chuck Allen, VP, Realm Advertising

pleasure now is fine for everyone except those giving up the pleasures. Moving

toward goals includes rough spots that can be slap-in-the-face hard, and the pain

multiplies when the goals are really for someone else.”

The truth is that goals are worthwhile for those who want the payoff of reaching

them. And while that seems simple, Grew says that if there is no powerful payoff,

goals are unlikely either to be set or to work. As soon as people or companies

start to fall short of their goals, and realize that the goals are out of reach, their

enthusiasm sours into resentment for being fooled. “The backlash can cripple

leadership,” Grew says.

Grew believes that the successful

quest to raise the bar in your company

and set successful goals rests in the

following rules:

• No more than three goals

• No more than three months to

reach them

• Some way to track some part

of the progress

• Shared processing weekly

about progress and blocks

• No new goal unless an existing

one is deleted

When it comes to raising the bar for

your company and the people within

it, Multi-Craft’s Simpson believes the

key is not to write your goals in a

vacuum. Before you can set a goal

to accomplish something, put some

thought into what and where you

currently are, what environment

you are in, are there competitors to

consider, are there any legal restric-

tions, and so on. Next, decide if you

want short-term or long-term goals,

both of which are important.


Raising the bar

“I think people should shoot for the moon, but they also need to live in real-

ity,” Simpson says. “I love having goals, but I believe they should be attain-

able. They should require work, focus and dedication, but should be attain-

able. Unrealistic goals can be de-motivating and cause more harm than good.”

For the past 20 years, Chuck Allen

has studied leadership and perfor-

mance principles. During that time,

he was a firm believer in the bene-

fits of goal setting. But Allen, VP of

Realm Advertising in Atlanta, views

the process differently today. He says

that sometimes setting goals can be

deceiving. So rather than setting

team goals, Allen believes you must

create an environment where every-

one’s strengths are leveraged fully. If

someone’s strengths don’t match the

needs of the team, find something

else for him to do.

“The team should have a picture

of what the company/leader believes

will lead to corporate success, and

conversations should be centered around how each person will bring his

strengths to bear in moving toward that picture as fast as possible,” Allen

says. “One of the leading predictors of engagement is whether a person feels

like he’s part of something that’s winning, and an immediate and easy way to

do this is to show how wins occur every day and every week – not just when

the goal is achieved. These every day wins provide more fuel and momentum

to achieve the intent of the desired changes.”

1. Detail where you are now

2. Identify where you’d like to be short-term and long-term

3. Identify any roadblocks that will need to be overcome (environmental, competitors, legal, etc.) and any additional resources you may need (personnel, technology, education, financial, etc.)

4. Build your plan upon tactics and strategies that lead to accomplishing the goal

5. Periodically measure success, or lack thereof, and adjust your plan accordingly

Source: Debbie Simpson, president & owner, Multi-Craft

“ goal setting is nothing more than a strategic plan with many parts. it’s a process, and for the best results, it’s wise to follow that process.”

– Debbie Simpson, President & Owner, Multi-Craft

5Your -step plan to setting and achieving goals

E n c o u r a g i n g c r E a t i v E m i n d sFounded in 1996, The Electronic document scholarship Foundation (EdsF) is a charitable, non-profit, that engages in programs designed to attract the best and brightest to the industry. By granting scholarships, fostering education, promoting research, recognizing leaders, encouraging innovation, and garnering and disseminating knowledge, we are helping build the next generation of digital content and delivery professionals.

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

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

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

The Electronic Document Scholarship Foundation

For more information visit www.edsf.org or call +1 817.849.1145

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

CANVAS P31

Article Sponsored by:

Steppingstones

Patrick Malone has seen the pain points before. As a leadership consultant work-ing across many industries,

he has seen companies hesitate to change – despite overwhelming evidence their marketplace demands it. Video store chains hold off on mailing movies to customers. Smart-phone companies fail to keep up with consumer trends. And in the produc-tion print market, providers hesitate to invest in new technology.

“Change occurs when the pain of doing nothing outweighs the perceived pain associated with the proposed change,” says Malone, senior partner at the PAR Group, a management-consulting firm.

How to incorporate inkjet into a

traditional offset business

By Graham Garrison


Stepping stones

For print providers, the concept of

bringing digital solutions to the fold

may no longer be a worth-watching

event. “I don’t know many offset print-

ers that aren’t considering the move to

digital,” says Eric Hawkinson, director of

marketing for Canon Solutions America,

Production Print Systems. “If you don’t

have a digital solution, you are going to

lose out on so many opportunities. And

you’ll lose them to competitors.”

The benefits of inkjet technology

certainly have caught on for printers

that are doing more customized and

transactional jobs, says Jim Hamil-

ton, group director responsi-

ble for InfoTrends’ Produc-

tion consulting services.

“The inkjet revolution

is happening, and has

happened, in continuous

feed, particular in transac-

tion and direct mail, but it is

still in many ways on the horizon for

commercial print.”

The real issue for commercial print-

ers is that it has been difficult for these

aqueous, water-based inkjet devices

to print effectively on coated stocks,

Hamilton says. So, when you get into

the promotion, higher-quality pieces

that commercial printers are more

used to producing, the inkjet technol-

ogy may not necessarily work on the

kind of substrates that they want and

may be more expensive at the higher

coverage levels because so much of

the cost is built into the consumable.

Technology is being introduced into

the market that will allow for greater

flexibility in the stocks being used.

“A lot of vendors are coming up with

either pre-coat strategies or trying

to come up with some other way to

address commercial printers’ needs –

the ability to print on lightly coated or

more heavily coated glossy stocks, and to do it cost effectively,” Hamilton says.

Hamilton says traditional offset printers have several variables to consider when

looking at inkjet technology. Cost is a critical factor – the investment in new equip-

ment vs. the equipment already in-house and possibly paid off. Does the technol-

ogy improve the company’s overall workflow automation? What types of revenue

streams is the company looking to create? Will there be enough volume to justify

these streams?

Innovation paired with familiarityCanon Solutions America has created a media solutions lab that is working

closely with U.S. paper mills to develop new medias across a broad spectrum

of needs and paper types. “The new media solutions lab will really target the

“ i don’t know many offset printers that aren’t considering the move to digital. if you don’t have a digital solution, you are going to lose out on so many opportunities.”

– Eric Hawkinson, Director of Marketing for Print Product Solutions, Canon Solutions America

CANVAS P33

graphic arts community and give them a lot more paper options than they had before

when they go to a digital mix,” says Michael Poulin, manager, product marketing.

Canon recently introduced the Océ ImageStream 3500, which is set to roll out

this year in the fourth quarter. The ImageStream opens up a lot of possibilities

for print providers with short runs and variable data, along with the ability to use

familiar stock.

“Now that offset customer can print through inkjet on an offset coated sheet,”

Poulin says. “It’s a familiarity with the graphic arts printers. They know and are

comfortable with these papers and vendors. It’s being able to do all the applica-

tions that you want to do and now you’re bringing in the digital component. So

you’ve got low running costs, you’ve got flexibility and very short-run output. For

those who have already gone digital or are planning to, they’ve got the option

to go to full variable print. They can now start bringing in more applications and

jobs and expand their print from a static print room into a fully functioning, market

driven, multi-market business.”

The response to the technology has been very positive – even from unlikely

sources. One of Canon Solutions America’s best customers in the direct mail

space expressed his excitement and wants to be one of the first to receive the

ImageStream 3500. “It’s the fastest machine, the widest web, targeting this market

with offset medias,” Hawkinson says. “If you’re a traditional offset customer, this is

going to be the closest thing you’re going to get to offset. On top of that, you get

greater ROI because of the variability,

and the ability to do true one-to-one

marketing that no one can commit to

at this point.”

Seeds of changeSo, how do you incorporate a new tech-

nology and new way of doing things?

Changing a company’s culture is “the

litmus test that separates great lead-

ers from great managers,” says Patrick

Malone, senior partner at the PAR Group.

“ ultimately, the real buy-in to change only occurs when others reach a confident commitment and co-own the change.”

– Patrick Malone, Senior Partner, PAR Group

Malone has worked with Fortune 500

and notable clients, including Hewlett-

Packard, Coca-Cola, Delta Air Lines,

Siemens Medical and Verizon Wireless.

In observing companies and organiza-

tions looking to adjust their business

models to compete in a changing

marketplace, he says that fear (appre-

hension) is the biggest barrier.

Interestingly, patience – or rather

a lack of it – also can be a drawback.

Leaders may want to move sooner

than their organization is ready

to move. “The current company

cultures were developed over a span

of years or decades,” Malone says.

“Unfortunately, many leaders try to

implement change overnight and

then wonder why it fails. Change

is not an event. It is a process that

requires persistence.”


Stepping stones

Successful change seems to have more to do with psychology than PowerPoint

presentations and business plans. Malone says successful change agents start by

pointing out the current pain points and highlighting the consequences if those

trends continue. For example, print solutions providers can point a customer

base seeking greater diversity in products, as well as greater personalization and

ROI in marketing programs. The flexibility and new products produced through

inkjet technology could give traditional offset printers an advantage, and team

members could start for ways to improve instead of reasons to resist change.

While it may be a company-wide change, buy-in comes down to the indi-

vidual level. Leaders must appeal to both sides of the brain – the logical and

emotional. “The change must make sense, which appeals to our logical side,”

Malone says. “However, it must also deal with our emotional needs which can

vary from troubling to apprehensive to skeptical to interested, etc. Ultimately,

the real buy-in to change only occurs when others reach a confident commit-

ment and co-own the change.”

Realizing the potentialRecognizing this dynamic, Canon Solutions America is developing a user commu-

nity to help customers implement and succeed with the company’s vast portfolio

of digital inkjet printing presses, including the ImageStream 3500.

“The goal is to examine the ways to get quicker to market with inkjet, how to design

for inkjet, how to use it to your advantage, because it provides speed and flexibility

not many people can offer,” Hawkinson says. “It’s an investment and people have to

gauge their investment. It’s getting your operators in here or your salespeople and

asking: ‘How do we sell it? How do we maximize the uptime? What are the tips and

tricks involved in keeping that press going, whether it’s one shift or three shifts?’ This

user community is going to be for customers and by customers, and will help them

with how to maximize the time on that press.”

Maximize being the operative word. In today’s market, the people who

are progressive-minded and think of new ways to market print are going

to benefit the most. Says Hawkinson, “When you think of what it means

to be progressive in this marketplace, it flows from digital.”

“ the inkjet revolution is happening, and has happened, in continuous feed, particular in transaction and direct mail, but it is still in many ways on the horizon for commercial print.”

– Jim Hamilton, Group Director, InfoTrends

Meet the new bossThe Océ ImageStream 3500 is designed to give printers high quality output in both offset and digital production by eliminating the need for two different types of paper. It is the first Océ inkjet press to print on standard offset paper stocks.

The ImageStream 3500 runs up to 160m/min (525 ft/min) at 1200 x 600 dpi, with flexible droplet modulation for even higher perceived image resolution. It is also a compact press, designed to be 10 to 50 percent smaller than other production systems. Applications include:

• High quality books• Brochures• Magazines• Personalized catalogs

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PAPER BECAUSE 2014 printworks_CANVAS Ad.indd 1 5/28/14 11:30 AM


It’s time to start selling to

marketing – are you ready?

by linda bishop

huntinggameBig

CANVAS P37

Change has been a heavy hand pushing and prodding marketing for more

than a decade. We’re affected because this department buys from us, yet all too

often we have little true understanding of who’s doing what in marketing and

why they’re doing it. Unless you’re retiring this year, it’s time for some continuing

education on marketing’s challenges, priorities and needs, and how you fit in.

The challenge of complexityFor top marketers, the world is getting

more complex. Buyers are inundated

by marketing messages, and it’s harder

than ever to reach them. New technol-

ogy can be a game changer, but these

new solutions often require new skills

and sometimes new people. Market-

ers must figure out the right message

for reaching customers, the right chan-

nel to reach them and the right metrics

to measure response.

Marketing teams meet to talk about

engagement. What does that mean to

you? Why does it matter? How do your clients measure it? For some marketers,

engagement is a simple association with attention levels. For others, it’s a compli-

cated algorithm where digital behavior is measured and compared to a profile for

an ideal buyer who’s ready to purchase.

Branding never was simple, but now it’s even more demanding. In an article on

Forbes.com titled, “Brand and Marketing Trends for 2014,” the author, Robert

Passikoff, makes the following points:

• Consumers expect more from brands

• Brands must be smarter about the specific categories they target

• With consumers wanting more customized marketing experiences, targeting

must get more personal in terms of messaging and outreach

• The purchasing funnel is shifting to a path-to-purchase model, with a focus

on content and value communication

Passikoff also talks about “integration intensification,” where all the tactical

approaches are better coordinated, including social media. Think about what you

sell. How do you fit in all of this? If you’re not sure you really know, what must you

learn in order to answer that question?

the reason a CMo (or one of his team members) gets excited about meeting with you is when the conversation promises to help accomplish a goal.

What is marketing worried about now?The reason a CMO (or one of his team

members) gets excited about meet-

ing with you is when the conversation

promises to help accomplish a goal.

To have that meeting, you must under-

stand their marketing problems.

Start by looking at the fundamentals.

Companies spend money to market

because they believe marketing creates

revenue growth. Chief marketers eter-

nally balance budgets so they can focus

on long-term strategies to grow their

share in a market, while engaging it

with the right short-term tactics to

bring new sales this quarter.

Marketers ask these questions:

• How can we increase profitability or

revenues from existing customers?

• What can we do to better lever-

age our channel partners to

increase revenue?

The July-August 2014 Harvard Business Review was titled, “The New Basics of Marketing.” Inside was an article called, “The Ultimate Marketing Machine.” It began by saying: “In the past decade, what marketers do to engage customers

has changed almost beyond recognition. With the possible exception of information technology, we can’t think of another discipline that has evolved so quickly. Tools and strategies that were cutting edge just a few years ago are fast becoming obsolete, and new approaches are appearing every day.”

hunting


Big game hunting

walk this wayThe Old School vs. New School approach to selling

old School New SchoolI have a catalog to show you. I have a catalog to show you, and you’ll want to see

it because it presents merchandise in a smart way to link offline viewing to online ordering.

I have a postcard to show you. You need to see this postcard because the compelling call to action really stands out.

We can help you with trade show marketing. I would like to talk to you about a program we did that helped our customer increase booth traffic.

We produced a really nice brochure. I want to show you an economical brochure focusing exclusively on a single product line. It’s a smart idea that helps customer like you increase

sales in a specific category.

• How can we cross sell or upsell to gain a larger share of our customers’ wallets?

• What markets can we successfully compete in?

• How can we fine-tune what already exists to increase marketing ROI?

Think about those questions. How do you fit? What opportunities exist for you?

To remain relevant, find a way to structure a sales call so it focuses on what really

matters to your customers.

Critical concepts you should understandEvery department speaks a language and marketing is no exception. If you want

to stay in the conversation, you must talk the talk and understand these concepts:

roMI – This acronym stands for Return on Marketing Investment. This metric is

used to measure the effectiveness of a marketing initiative based on pre-defined

objectives like revenues. The drive for measurable results has killed a lot of print

projects over the past decades. Yet, few salespeople ever think about asking their

customers, “What metrics are you using to measure ROMI?”

Marketing Automation – This approach uses software platforms and technology

to automate marketing processes, including customer segmentation, data integra-

tion and campaign management. Platforms include Silverpop, Hubspot, Marketo,

Pardot and Eloquo, plus at least 100 more. Technology investments range between

$10,000 and $200,000, depending on system sophistication. Some companies set up

the systems in-house, while others hire specialized agencies to handle implementa-

tion. Why should you care? Because marketing automation systems can reduce print

spending when marketers replace direct mail with an automated email campaign.

Inbound Marketing – This technique includes all the online activities that bring

in prospects for your customers, including search engine optimization, blog-

ging, content offerings, social media, marketing automation campaigns, and

more. Sales collateral and direct mail materials fall into the outbound marketing

For top marketers, the world is

getting more complex. buyers

are inundated by marketing

messages, and it’s harder than ever

to reach them.

CANVAS P39

Linda Bishop, a longtime veteran of the commercial printing industry, is the founder of Thought Transformation Inc. (www.

thoughttransformation.com), which trains and consults companies and sales professionals on how to sell more and reach their

full potential. You can reach her at [email protected].

category, along with TV, radio and

magazine ads. Why do you care about

inbound marketing? Because inbound

and outbound work together. You add

more value to a conversation when

you have a better understanding of

inbound-outbound synergies.

Content Marketing – This includes

all the steps involved in creating and

distributing content for the purpose of

attracting a specific audience for the

objective of finding and converting

leads, and engaging current customers.

It is a critical component of marketing

automation systems where the path-

to-purchase is defined and potential

buyers are educated on the benefits of

a specific product or service. Content

can be online like a blog post, video,

social media post or e-book. It also can

be printed, such as case studies, white

papers and customized magazines. If

you’re looking for new opportunities,

ask customers to explain their content

distribution strategy and listen for ways

to add print into the mix.

Big Data – This approach includes a term that has gotten a lot of press over the

past few years. It refers to large amounts of data that are either structured or

unstructured. Structured data is contained within a searchable database. Unstruc-

tured data is not arranged in a pre-defined organizational structure. As marketers

look for smarter ways to personalize communications and increase ROMI, they are

also searching for partners who can help them analyze information and produce

insights to improve results. If you mail for clients, I recommend reading, “Big Data

Marketing: Engage Your Customers More Effectively and Drive Value,” by Lisa

Arthur. This book is an excellent primer on how marketers can use big data for

multiple purposes, including finding new customers and improving the custom-

er’s experience. Arthur predicts that in the future, some CMOs at large corpora-

tions will spend more on IT than the CIO. If you think that’s a possibility for your

customers, read this book.

Plan conversations around topics that point to opportunityWhen I learned to sell printing, I was taught to find an interesting sample with an

engaging story and show it to potential customers. This “show and tell” approach

still works, and it works best when you connect the sample to one of marketing’s

tasks such as:

• Demand generation • Lead conversion

• Customer retention • Customer loyalty

• Trade show marketing • Increased order size

• Cross-selling • Up-selling

Old school salespeople talk about

the sample. New school salespeople

talk about what the sample can do

for the customer (See Old School vs.

New School, page 38).

Here’s a tip. Find one really good sample

and plan one really good conversation

by answering these questions:

• What was the purpose of

the sample?

• Why is it effective for

the purpose?

• Why will the sample interest the

marketing department?

• How can you create a good

“hook” that motivates marketers

and gets them excited about

meeting you?

• How can you elevate a sample

show and tie it into a conversation

that creates an opportunity?

Once you have outlined your

conversation, make a list of every

prospect and every customer who will

find the topic relevant. Start schedul-

ing appointments and sell, sell, sell.

In today’s world, you’re competing

against much more than the printer

across town. You’re competing with

everything prospects and clients

could buy to accomplish a task.

Staying relevant requires differ-

ent conversations. Your marketing

customers are wrestling with new

challenges, and so are you. When

there’s an obstacle blocking the

path between you and success, it’s

up to you to climb over it, tunnel

under it, go around it or bust it

down. Good selling.

Marketers must figure out the right message for reaching customers, the right channel to reach them and the right metrics to measure response.


intErviEw with scott pEtingAFinAl thought

Entrepreneur expert Tom Panaggio on the art of the sale

Imagine this: You’re standing at the edge of an enormous cliff with a

parachute strapped to your back. To your right is a winding staircase

with a sturdy handrail. Jump and you’ll get what you need for you and

your family to live happily ever after. Take the stairs and you’ll reach the

bottom and walk away – nothing gained, nothing lost. Jump or walk? That’s

the question Tom Panaggio says you must ask yourself. In his 30-plus years

as an entrepreneur, Panaggio successfully cofounded two direct market-

ing companies – DME (Daytona Beach, Fla.) and Response Mail Express. In

his book, “The Risk Advantage: Embracing the Entrepreneur’s Unexpected

Edge,” Panaggio says success is the result of

a commitment to embracing risk as a way to

ensure opportunity.

What is the key to getting what you want from a client?You have to spend time on your positioning.

Aside from asking for what you want in the first

place, how you ask for it is of extreme impor-

tance in determining the answer you’ll receive.

Not all requests and pitches are created equal.

When you spend time crafting a proposal

instead of blurting out your question, you’ll

reduce your chances of being rejected.

timid or too aggressive. Maybe you’re being too

technical. Maybe you sound like you’re giving

a lecture instead of having a conversation. An

honest third party can help you to identify and

correct those weaknesses.

Why is it important to stop assuming you know what the other person is thinking?Often, our assumptions are our own worst

enemy. We use them to justify our decision

not to ask for what we want, thereby assuring

our own failure. For example, your prospective

client’s current vendor seems to be meeting his

needs, so why would he want to transfer his busi-

ness to you? Why waste your time? Stop psych-

ing yourself out. Sure, maybe your reasoning is

correct and the other party will give you a “no.”

But maybe they won’t. You have no way of know-

ing until you ask. Someone had to take a chance

on every successful product or brand that’s out

there today. And somewhere out there, there’s

a buyer, vendor or other strategic partner who’s

willing to take a chance on you. But you

have to give them the opportunity.

Do too many salespeo-ple procrastinate when they fear rejection?There’s a story in my book about a sales-

person that did extensive research on

each sales lead she received. Some of

her research files contained scores of

printed materials. She wanted to know

as much as possible about a potential

client before she called him. On the

surface, this level of dedication sounds admi-

rable. But she was really putting off the moment

of truth. She was afraid of being rejected after

making her pitch, and her research was a form

of risk avoidance. Don’t fear rejection. If you

find yourself placing too much focus on this (and

you’ll know how much is too much), you’ll know

it’s time to approach another prospective client

or partner.

Tom Panaggio

Is there one strategic approach that works?Entire books have been written on how to

effectively position business requests. There

are a few general principles that have worked

for me. Don’t just ask for what you want. Figure

out how to highlight why your product or part-

nership will help the other party and make your

presentation. Find out what your value propo-

sition is, and then embrace the risk of being

specialized and present your company’s unique

identity. Think about probable reasons why the

other party might reject you and prepare a convincing rebuttal. And always keep

your pitch conversational – no one likes a hard sell.

What happens when you get that dreaded “no?”Seek out honest feedback on why a prospective client said no, especially if you’re

convinced your product would solve his needs. If you keep hearing “no” when you

know the answer should be “yes,” ask someone to assess your presentation. It could

be a mentor, friend, colleague or even a family member. The common denomina-

tor in the string of mystifying rejections may be you. Maybe your demeanor is too

For more on “The Risk Advantage,” visit www.TheRiskAdvantage.com.

don’t just ask for what you want. Figure out how to highlight why your product or partnership will help the other

party and make your presentation.

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Print & Sappi’s Print & explains the influential role of print in this rapidly evolving environment and provides helpful tips on how to succeed in a world of the ever changing “next big thing.”

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The Standard Sappi is committed to promoting the viability and relevancy of print. One of the ways we bring this commitment to life is with The Standard, our series on how to use print to create unique and compelling campaigns.

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Productivity Meet Profitability

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Canvas Magazine | Raising the bar | August 2014

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Transcript of Canvas Magazine | Raising the bar | August 2014