CANVAS Magazine | The 3D Generation | February 2014
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Transcript of CANVAS Magazine | The 3D Generation | February 2014
What the technology could mean to youSelling to C-suite decision-makers
Why nobody’s reading your emails
The long haul
EmpowEringmarkEting
SErvicEprovidErS
FEbruary 2014
©2014 EFI. All rights reserved.
From Fiery® to superwide inkjet, from the lowest cost per label to the most automated business processes, EFI™ has everything your company needs to take off. Visit rocket.efi.com/takeoff1
WHILE OTHERS
PROMISE YOU
THE MOON
EFI PROMISES YOU
THE ROCKET
CANVAS P1
FEbruary 2014
Publishermark potter > [email protected]
Creative direCtorbrandon clark > [email protected]
Marketing Managertaylor knowles > [email protected]
Managing editormichael j. pallerino> [email protected]
art direCtorbrent cashman
Contributorsjustin ahrens, linda bishop, howie fenton, john foley, jr., ryan sauers, barbara trautlein, brian sullivan
editorial boardchris petroglobalsofttom moedaily Printingdean petrulakisrider dickersondavid bennettbennett graphicstony 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 1. 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 ThoughtsMultidimensional
P4Why cause work is a trend you can’t ignoreP6The do’s and don’ts of multichannel marketingP8Leading like a leaderFive strategies for creating change that matters
P10The Corner Office
Marketing Insights:book rec: Power branding
viewing in the new generation
how do you social?
P12People Newsthe Power of one
loading up
the Magnificent 11
People Moves
Awards & Honors
Mergers & Acquisitions
P14MSP Product Spotlightsefficiency, effectiveness goal of Canon’s new océ varioPrint 6000+ series
new Western states envelope gives edge to direct mail messages
P40Amazon’s Gene Farrell on how to succeed in 2014
P16The 3D GenerationWhat the technology could mean to you
P24Selling to C-suite decision-makershow you can get started today
P30‘I know you saw my email. So why didn’t you respond?’how to get through the filters to deliver a compelling and actionable email
P36The long haulbuilding your company for growth
“3D printing is but one tool to explore innovation and cost reduction, to
determine if a product can be built stronger with less material.”
– Andy Coutu, President, R&D Technologies
©2014 EFI. All rights reserved.
From Fiery® to superwide inkjet, from the lowest cost per label to the most automated business processes, EFI™ has everything your company needs to take off. Visit rocket.efi.com/takeoff1
WHILE OTHERS
PROMISE YOU
THE MOON
EFI PROMISES YOU
THE ROCKET
P2 CANVAS FEbRUARy 2014
Mark Potter
Publisher
Twitter @markricepotter
Who wouldn’t want to be multi dimensional? When you have many different
facets to your life, you become more interesting and attractive. Subse-
quently, being two-dimensional and static can be downright boring and
uninspiring.
I recently saw a statistic where the printing industry made a Top 10 list for jobs eliminated
between now and 2018. And while that is not a list any of us want to be on, it doesn’t mean
our fate is sealed. In fact, all it means is companies that define themselves in a two-dimen-
sional way are destined to struggle.
We must have more dimensions both personally and professionally. It allows us to be more
interesting and create more surface area. In other words, when you have more surface area,
there is a greater chance to be discovered and make contact. It also means you probably will
carry more weight.
When we define ourselves by the two dimensions of
print, we become smaller to our clients. We simply are not
as dynamic as we need to be relevant. In turn, for us to be
dynamic and more important to our clients, we must have
more depth. And depth can only be created through high
levels of understanding.
In this issue of CANVAS, we hope to create a little depth
ourselves while helping you see a different side to your busi-
ness. Our cover article, “The 3D Generation,” taps into new
dimensions – literally. It is a great perspective on this tech-
nology that is not really that new.
While 3D printing may or may not be something you dive
into, it certainly is fascinating stuff and will most definitely
play a role in our everyday lives. That is just the snowball
effect of progress and ingenuity taking place. However,
buying a 3D printer, and then trying to sell it is no different
than buying a press and trying to sell print.
We must have the trust of the client. They must perceive us as somebody who can fill those
needs. In other words, don’t just get the mousetrap and then go look for mice. Identify that
you have a mouse problem, first.
I hope that CANVAS continues to add something special to your world through thoughtful
content. It is our goal to be able to help add the element that spurs you forward. Or should
I say “propel you into a new dimension.”
Warmest regards,
Multidimensional
We must have more dimensions both
personally and professionally. it
allows us to be more interesting and create
more surface area.
publiShEr’S thoughtS
In every town and in each individual, the American spirit runs deep. It’s working hard, having fun, keeping it simple. There’s a pride that comes with the freedom to follow your own path, and the grit to succeed. Achieving independence by consistently outperforming the competition.
www.unisourceworldwide.com
visit us online to request the new swatch book, sample sheets or dummies.
uBRAND®
American-made
P4 CANVAS FEbRUARy 2014
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’s on twitter –
@justinahrens and @rule29.
by JuStin ahrEnSdESign
Why cause work is a trend you can’t ignoreidentifying ways you can aid organiza-
tions that already are doing something
to address the matter, such as the work
that Amazon Smile is doing on behalf of
non-profits. Other times, you may have
to address the issue head-on yourself,
as CEO Tony Hsieh of Zappos has done
with his Downtown Project.
Whatever issue it is that speaks to
you, I would encourage you to try
to bring others in. Use the audience
that you already have to join you in
the pursuit. Imagine the change that
is possible when a company joins
with its customers and fellow indus-
try members to address an issue that
has very real consequences. This kind
of work has the potential to not only
change societal ills, but also has the
potential to change entire industries
of professionals.
Ultimately, while it seems to be
a trend, cause work is something I
sincerely hope will be around for a
very long time. I think the implications
for society are too great and the abil-
ity to transform industries is indefinite.
It is an opportunity for comfortable
professionals to be re-inspired and
impassioned. It’s also a chance for us
to play a part in the story that is much
bigger than us and see change in
our time.
desires to address the void our hearts have for
things beyond ourselves.
In my opinion, the socially conscious trend
cannot and should not be ignored. This sort of
work not only keeps you relevant in an age that is
increasingly becoming more aware of global situ-
ations, but it also has the power to revitalize your
company’s passion and imagination.
Not sure where to begin? A good starting point
is to evaluate issues you feel strongly about. Ask
yourself, what boils your blood? What keeps you
up at night? These sorts of evaluations allow you
to see what would inspire passion in your work
and keep you enthused about the job that must
be done.
When you have identified an issue that really
speaks to you, the next step is to figure out a way
that your particular line of work could intersect
with the issue. Sometimes this can be as simple as
A lot of industries have taken up the call to play a part in a variety of social
causes. Amazon Smile. The Downtown Project. Give With Target. Each of
these initiatives have been developed by their respective companies as a
way to give back and have a lasting impact on social issues.
So, why are companies that do good business and excel at what they do taking
part in this trend, often at the cost of themselves? Obviously, a part of it is public
perception. It just looks better when a company is known for giving back. But it
has to be more than that.
As humans, I truly believe we consciously and subconsciously take note of the
common themes that drive the story of the human race: suffering, hope, injustice
and love, just to name a few. And we want to play a part of the story. I would argue
that there is an innate desire in us to be part of something bigger than ourselves, a
story that is broader than our specific industries. Even in the biggest corporations,
this desire finds its way to the light.
We are drawn to be a part of
the story, not only because of
our sense of compassion, but
also because of the promise
it has for renewal and inspi-
ration. As companies have
become disenchanted with
the pursuit of success and
money for their own sake, I
believe this shift toward cause
driven work reflects our innate
Whatever issue it is that speaks to you, i would
encourage you to try to bring others in. use the audience
that you already have to join you in the pursuit.
C
M
Y
CM
MY
CY
CMY
K
M3_Mohawk_Co-op_CanvasQ2_8.5x13.pdf 1 1/9/14 12:59 PM
P6 CANVAS FEbRUARy 2014
by John FolEy, Jr.mobilE mEdia
The do’s and don’ts of multichannel marketing
Building a successful multichannel marketing campaign is a bit like baking
a cake. For the recipe to be a success, you must add all of the right ingre-
dients. In our previous article (“The Lowdown on Multichannel Market-
ing,” December 2013), we examined tips and tricks for planning a multichannel
marketing campaign. Now let’s take a look at some do’s and don’ts for executing
multichannel campaigns that will keep your clients and their customers happy.
Do Know Your AudienceIt sounds simple, but knowing your target market and where to find them is key to
implementing a successful multichannel campaign. Does the campaign speak to
those of a certain age, for example? Rigorous market research and planning is a
best practice that will ensure your campaigns are targeted and relevant.
take l’oreal’s Yves saint laurent campaign, held during new York Fashion
Week. taxis were outfitted with Qr codes that lead to relevant videos. by knowing
where their audience was going to be, l’oreal tapped into the captive audience
and gained a 7 percent conversion rate, plus an 80 percent increase in consumer
downloads of the related app.
Do: Use robust testing and market research to understand your audience.
Don’t: Roll out campaigns that lack a specific target and focus.
Don’t Miss Your Chancein our previous article, we discussed the importance of having a good landing page.
the flashiest multichannel campaign won’t provide good value to your customers if
it doesn’t include a specific, defined call to action. knowing what action you want
customers to take is vital to crafting a multichannel campaign.
automobile manufacturer buick rolled
out an impressive Qr code campaign that
linked consumers to a video about its latest
model. unfortunately, the video was shout-
ing in a vacuum. there was no call to action,
no purchase link and no clear path for the
consumer to follow next.
Do: Ensure that every part of every campaign
has a defined purpose and outcome.
Don’t: Include cross channel media “just because”
without a defined aim.
Do Know How You’ll Measure Your ResultsYou know it’s vital to use the results of a
campaign to plan your next stage. A multi-
channel campaign can get messy quickly in
terms of results, thanks to the need to track
statistics across multiple channels. Know-
ing how you’re going to gather and analyze
results is vital for any campaign.
restaurant chain red robin combined
gaining statistics on visiting patrons with
an engaging Qr code campaign. Custom-
ers were given a scannable flyer with their
bill, offering entry into a daily $1,000 prize
drawer in return for sharing their feed-
back. the result? valuable insights that
the brand could use to review its business
strategy, gathered in a straightforward
and easy to understand way.
Do: Plan what data you’re going to
collect, and how you’re going to
collect it across all channels.
Don’t: Rely solely on conversion rates
or Facebook likes. You need all the
statistics together for an overall picture.
Don’t Neglect PlanningIt’s good practice to look at each
element of your multichannel campaign
and make sure all the resources are in
place to carry it out. Attention to detail
is vital, whether that means training
all staff on how to use the campaign
“voice” when tweeting or making sure
every link does what it should.
don’t let a lack of planning create
a bad Pr nightmare for your clients.
When timothy’s Coffee decided to
use social media to offer a free sample,
a lack of planning meant demand far
exceeded supply, leading to many
disgruntled customers.
Do: Go over all the details of your plan
and make sure every element of your
campaign works.
Don’t: Skip over anything. One little
mistake can reflect badly on your
client’s brand.
Planning, executing and measuring
a multichannel campaign takes dedi-
cation and forethought. Formulating
and sticking to your own best practices
will increase the chances of success for
both you and your clients.
John Foley, Jr., is Ceo of
interlinkone and grow
socially. Foley also is the
author of three books
available at JohnFoleyJr.
com/bookstore, including
“business transformation:
a new Path to Profit for
the Printing industry,” and
“untethered Marketing:
the role of the Cloud and
Mobile Communications.”
Contact him at
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P8 CANVAS FEbRUARy 2014
by michaEl vaughanlEadErShip
Five tips for learning how to think rather than what to think
Understanding “how to think” is vital today.
As organizations and workers, we are faced
with complex problems and situations on a
daily basis in which “what-to-think” solutions
are no longer effective.
Following are five practices that can help
shift our thinking. They are meant to help
teams shed light on a situation by reframing it
from different perspectives. Ultimately, these
different perspectives improve thinking and
increase the value that we – as a team or an
individual – can bring to an organization.
Tip No. 1 – Seek to understand the big pictureMost of the training and tools leaders receive
are good at assessing and fixing a piece of
the organizational system. Fixating on one
thing may improve that one thing, but most
likely it will create multiple new unintended
issues. Leaders who establish a big-picture
perspective not only reduce unintended
issues, they improve collaboration among
their teams because they will work together
to understand the system instead of finding
someone to blame.
Tip No. 2 – Seek to understand the underlying behaviorThe harder a leader pushes the system, the harder
it will push back. The faster a leader goes, the
longer it will take him to get there. Things tend
to get worse before they get better, and the cure
often is worse than the disease. These underlying
system principles explain why leadership is diffi-
cult and why those leaders who seek to under-
stand them are better equipped to address their
team’s needs in new and emerging situations.
Tip No. 3 – Seek systemic changeIf a leader tries to change something in the
direct, obvious way, the system is going to
treat those efforts like any other outside influ-
ence and do its best to neutralize them. Lead-
ers should understand that genuine solutions
require careful consideration of the possible
short- and long-term outcomes to avoid the
pitfalls that drain both the emotional and intel-
lectual energy from their teams.
Tip No. 4 – Seek to surface limiting beliefsA leader’s ability to make quality decisions and
solve problems is directly proportional to his
ability to suspend his judgment. If you look for
the root cause of failed efforts or unproductive
meetings, it often is tied to the biases, flawed
mental models or fears of those involved. The
more a leader surfaces his limiting beliefs, the
more productive and supportive he will be at
serving his teams and making the tough calls.
Tip No. 5 – Seek to evolve a shared visionAn idea can only gain momentum if others
believe in it. That is, their hearts and minds must
be invested in the idea for it to take root and
grow. Too often, leaders are moving too quickly
and overlook the need for their team to evolve
a vision together. When leaders seek alterna-
tive perspectives and incorporate insights from
others, only then do they realize the sustainable
power of their team.
Starting at an early age, the accepted “standard” both of teaching
and learning focuses on “what to think.” In some cases, this approach
proves sufficient and even appropriate. But it can fail spectacularly
in the complex environments of today’s business world. In these complex
systems, learning “how to think” – how the pieces fit together – is as impor-
tant as (or more important than) the pieces themselves.
Michael vaughan is the author
of “the thinking effect:
rethinking thinking to
Create great leaders and
the new value Worker.” in
addition, he is the Ceo and
managing director of
the regis Company.
For more information, visit
www.thethinkingeffect.com
and www.regiscompany.com.
the harder a leader pushes the system,
the harder it will push back. the
faster a leader goes, the longer it will
take him to get there.
Education & Networking Events: April 23–26 • Trade Show: April 24–26Orange County Convention Center, south building • Orlando, FLorida
Learn more or register at www.signexpo.org/canvas.
Here’s a great idea. Come to ISA International Sign Expo 2014
and discover the latest technology and industry innovations that will make
your revenue soar.
Produced by:
sign sales take off?Looking for new ideas to make your
Education & Networking Events: April 23–26 • Trade Show: April 24–26Orange County Convention Center, south building • Orlando, FLorida
Learn more or register at www.signexpo.org/canvas.
Here’s a great idea. Come to ISA International Sign Expo 2014
and discover the latest technology and industry innovations that will make
your revenue soar.
Produced by:
sign sales take off?Looking for new ideas to make your
P10 CANVAS FEbRUARy 2014
markEting inSightScornEr oFFicE
Viewing in the new generationIt’s finally happening – mobile devices are gaining traction for
out-of-home viewing. According to “The New Living Room: Your
Connected TV Guide” study by research firm Frank N. Magid
Associates, 25 percent of smartphone
users and 22 percent of tablet owners are
accessing internet stream video content
when they’re away from home. In addi-
tion, the study found
that only 15 percent
of smartphone and
19 percent of tablet
owners access their
devices for video while
at home.
book reC
Power Branding: Leveraging the Success of the World’s Best Brands
by steve Mckee
Hard to believe, but at some point,
every one of the largest, most success-
ful corporations were startups. So,
what enables some to grow bigger and
better, while others stumble along year
after year?
Entrepreneur, award-winning author
and Businessweek.com blogger Steve
McKee says the difference is that the biggest and best brands
aren’t slaves to conventional marketing wisdom. McKee shows
by example how the same, sometimes counter-intuitive, strat-
egies used by the biggest brands also can best serve small
and mid-sized companies. How can a company grow big by
thinking small? Why do the best companies sometimes avoid
being better? Why do brands that create the most memorable
advertising stay away from focus groups? What is the secret to
an effective slogan?
“Power Branding” goes inside the stories of iconic compa-
nies such as Coca-Cola, McDonald’s and General Motors, and
new media models like Google and Facebook. McKee looks
at a business’s most valuable but misunderstood asset – its
brand – and aids readers with a look in the mirror at how they
are managing theirs.
Not just another book on branding, McKee helps you cut
through information overload and use audience, strategy,
creativity and execution to build a long-lasting brand that can
withstand the perils of instant gratification.
“Power Branding” is the right read to start off a new year of
branding strategies.
Mobile social advertising is still in its infancy, and most platforms’ ad units are still rather basic, but as agencies and brands work more with platforms on new and innovative ways to leverage their
platforms as part of meaningful communication and interaction programs with their users, the potential for mobile social advertising is huge.
– Tiny Rebellion Chief Strategist Amir Haque on whether social mobile consumers can continue to recall brands at such a high level or eventually will decide to tune out the ads
The percent of Generation X consumers that logged on to a social media account at least monthly in 2013, according to eMarketing’s “Generation X: A Forgotten Population That’s Well Worth Remembering” report. Analysts say these 65 million people remain an important – and often overlooked – internet demographic, with nearly two-thirds accessing Facebook regularly.
CANVAS P11
markEting inSightS
How do you social?New report shows Facebook still king;
Pinterest gaining ground
Another day, another round of Likes. According to Pew Research Center’s “Internet Project Tracking Survey,”
Facebook still is the king of social media among a study of online U.S. adults 18 years and older. In fact, the survey
shows that nearly everyone on social media is on Facebook. Here’s a look at how the other social sites fared:
18 percent
Twitter 17percent
22 percent
21percent
Pinterest71percent
P12 CANVAS FEbRUARy 2014
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].
updatES From thE induStry pEoplE nEwS
It’s all about giving your customers
what they need. That was the genesis
behind Shawmut’s recent acquisition
of HK Graphics, the Boston-based
printer that has served large adver-
tising agencies, corporations, design
firms and industrial market needs for
the past 37-plus years.
Shawmut VP Michael Peluso says the
addition of HK Graphics, especially its
strength in wide format digital printing,
creates a huge growth opportunity.
“Satisfying the needs of our clients is
our No. 1 priority,” Peluso says. “This
acquisition allows us to do just that by
expanding into the ever-popular wide
format arena. We are very much look-
ing forward to this partnership, joining
two family-owned and family-operated
businesses with the same core values
to better serve both sets of clients.”
The acquisition not only diversifies
each company’s product offering, but
also requires Shawmut (www.shawmut
printing.com; www.shawmut.me) to
expand its full-service printing facil-
ity by nearly 10,000 square feet adja-
cent to its existing 35,000-square-
foot corporate headquarters, which is
located in the Cherry Hill Business Park
in Danvers, Mass.
The Magnificent 11Ben Franklin Honor Society recognizes industry notables
Loading upClassic Graphics, Creative Marketing Solutions join forces
Not long after being acquired by Minneapolis-based Imagine! Print Solutions,
Classic Graphics announced it was combining forces with Creative Marketing
Solutions (CMS), a move that will help boost its offerings.
The two Charlotte, N.C.-based companies now form one of the largest privately-
owned commercial printing companies in the country. In 2013, the combined sales for
the two companies approached $300 million.
“This is a logical move,” says David Pitts, president of Classic Graphics. “Classic has
enjoyed an enduring relationship with CMS. Having them on our team provides clients
access to a wider array of service options.”
Under the agreement, Creative Marketing Solutions moved into Classic Graphics’
240,000-square-foot headquarters in Charlotte’s Innovation Park, formerly an IBM
campus. Dick Kittle, founder and managing partner of Creative Marketing Solutions,
retired at the end of 2013.
The power of oneShawmut’s acquisition of HK Graphics adds wide format capability into mix
They are among the printing and graphic industries most significant leaders –
industry stalwarts who have made lasting contributions to advancing their profes-
sions to the next level. To honor their achievements, each was inducted into the
Ben Franklin Honor Society of Printing Industries of America.
Your NewS here »»
Inductees include:
» Kenneth Bittner, President & CEO, Diversified Printers Inc.
» Roger Buck, CDC, Marketing Director, The Flesh Company
» Don P. Duncan, Ph.D., Director of Research, Wilkoff Color Corporation
» Norvin Hagan, Owner, Geographics
» John Jaymont, Business Development Director, Southern Region,
Printing Industries of Ohio
» Laura Lawton-Forsyth, President, Lawton Printing Inc. and File E-Z Folder
» Dennis E. Mason, Principal, Mason Consulting Inc.
» Edward McLamb, President, The McLamb Group Inc.
» Mark Michelson, Editor-in-Chief, Printing Impressions Magazine
» Richard Sevigny, Owner, Chromatic Inc.
» Debbie Simpson, President, Multi-Craft
CANVAS P13
People moves
IDC has added Andy Gordon to its U.S. Imaging, Printing and Document Solutions
research team. Along with serving as IDC’s research director, production output
solutions, Gordon will be the lead analyst for its global production and large
format research practices.
Printing Industries of America has named its 2014 officers and board of
directors. Members include chairman, Jeff Ekstein, willow Printing Group;
first vice chairman, David A. Olberding, Phototype; second vice chairman,
Bradley L. Thompson II, Inland Press; secretary to the board, Curt Kreisler,
Gold Star Printers; treasurer, Michael S. Wurst, henry wurst Inc.; and
immediate past chair, Timothy J. Burton, Burton & Mayer Inc. Other board
members include Chip Smith, Marshall and Bruce Company (representing
Printing Industry Association of the South); Chris Feryn, Premier Press,
Portland, Ore. (representing PPI Association); and David Radziej, Printing
Industry Midwest (representing the affiliate managers).
Dscoop has named its 2013-2014 for its North America Board of Directors,
including chairman, Mark Sarpa, Progressive Solutions. Board members
include Jay Dollries, Innovative Labeling Solutions; Mike Duggal, Duggal
Visual Solutions Inc.; Tim Flaman, west Canadian Digital Imaging Inc.;
Gary Garner, GLS Companies Inc.; Chuck Gehman, Standard register;
Susan Moore, DPI Inc., an rPI Company; Howard Owen, Stafford Printing;
Ed Wiegand, The Matlet Group; and Yogev Barak and Jan Riecher, hP. Mike
Fogarty, executive director, leads the board.
NPeS, the Association for Suppliers of Printing, Publishing and Convert-
ing Technologies, has elected Michael V. Ring, president of Xeikon America
Inc., as its new chairman. NPES also added two new directors and re-elected
several previous directors. The new directors include Greg Blue, CEO, manro-
land web systems Inc., and Todd Zimmerman, VP and GM, Fujifilm North
America Corp. Returning directors include Mal Baboyian, executive VP, Produc-
tion Printing Solutions/Large Format Solutions, Canon Solutions America; D.J.
Burgess, president & CEO, Burgess Industries Inc.; Dennis Killion, director
of marketing, graphics, xpedx, and Marc Olin, senior VP and GMr APPS, eFI.
In addition, Mal Baboyian, executive VP, Production Printing Solutions/Large
Format Solutions, Canon Solutions America, was named treasurer.
Mergers & Acquisitions
Alcom Printing Group Inc., Harleysville, Pa., has acquired the
Macorp Print Group, Souderton, Pa., a move that will further
expand Alcom’s offerings in commercial sheet fed, cold set
web and digital print, and the direct mail, packaging, ware-
housing, fulfillment, distribution, print management and inte-
grated communication solutions areas. The merger also will
broaden Alcom’s scope of premium promotional product
offerings and prompt Alcom to forge into wide format printing.
Konica Minolta Business Solutions u.S.A., Inc. (Konica
Minolta) has acquired Coral Springs, Fla.-based CopySource
Inc. – a move that will increase Konica Minolta’s reach in the
southeast Florida region. As part of the agreement, Copy-
Source will operate as a wholly-owned subsidiary of Konica
Minolta and maintain its current locations in Broward, Miami-
Dade and Palm Beach Counties, as well as its entire roster of
more than 60 employees. CopySource will continue to provide
customers with best-in-class enterprise content management
(ECM) solutions, managed print services (MPS) and hardware.
In addition, CopySource president, Tim Marshall, will continue
to lead the operation and report directly to Rick Taylor, presi-
dent and COO of Konica.
eFI, a customer-focused digital printing innovation, has acquired
Lector Computersysteme Gmbh, a print management infor-
mation system (MIS) developer based in Mönchengladbach,
Germany. The acquisition will help strengthen EFI’s MIS lead-
ership position in Europe. Under the agreement, Lector’s MIS
products will become part of the EFI Productivity Software
family of products. In addition, Lector’s employees have joined
EFI and will report to Sean Whelan, director of EMEA-region
operations in EFI’s Productivity Software business.
Awards & honors
Michael V. Ring, president of Xeikon Amer-
ica, was inducted into the National Associa-
tion for Printing Leadership (NAPL) Walter
E. Soderstrom Society. The organization
and awards are named for the late Walter E.
Soderstrom, one of the founders of NAPL.
r. r. Donnelley & Sons Co. received the “Best
of the Best” award in the publication category of
the “2013 Golden Cylinder Awards,” presented
by the Gravure Association of the Ameri-
cas. RR Donnelley was cited in five categories,
including “Best of the Best Award Publication
Category,” “Publication Coated (Over 40#),”
“Publication Supercalendered Retail,” “Publica-
tion Supercalendered Magazine,” “Publication
Lightweight Coated (Under 40#)” and “Publica-
tion Coated (Over 40#).” Gravure is the leading
marketing, educational and technical resource
for the gravure industry.
ripon Printers, a leading printer of cata-
logs, direct mail, publications, manuals and
soft-cover educational products, has been
awarded the “Best Workplace in the Ameri-
cas” designation, “Best of the Best 2013,”
for its exemplary human resources practices.
Applicants were judged on eight criteria,
including management practices, work envi-
ronment, training and development oppor-
tunities, financial security, workplace health
and safety, work-life balance, recognition and
rewards, and health and wellness programs.
Ripon received an award in the Large Compa-
nies/Multi-plants (251-plus employees) cate-
gory. It is a past recipient of the award.
P14 CANVAS FEbRUARy 2014
dEvElopmEntS in print
MSP product SpotlightS
The need for speedEfficiency, effectiveness goal of Canon’s new Océ VarioPrint 6000+ series
Today’s printers know the key to meeting their custom-
ers’ deadlines is all about efficiency and effectiveness.
Enter Canon U.S.A.’s Océ VarioPrint 6000 + series –
high-speed, high-capacity digital printers that can provide
high volume print service providers the ability to work more
efficiently and extend the variety of output applications they
make available to their customers.
The VP6000+ series features the Ultra+ for commercial printers and
corporate in-plant environments, TP+ for transactional and direct mail
printing applications and MICR+ for highly sensitive, negotiable finan-
cial documents and other security related applications. Each speed
model in the series – the VarioPrint 6320+, 6250+, 6200+ and 6160+ –
offers a variety of features such as improved software capabilities and
enhanced black-and-white production to help maximize continuous
operation by increasing efficiencies in print production.
“Among declining demand for high-speed cut sheet monochrome
toner printing, the Océ VarioPrint 6000-series stands out for bucking
the trend on the basis of sheer productivity,” says Marco Boer, VP of
market analysis, IT Strategies Inc. “This new generation is even more
flexible than before and will no doubt continue to consolidate print
volume in the marketplace.”
The Océ VarioPrint 6000+ series, featuring Océ Gemini Instant
Duplex Technology, can print both sides of a sheet in a single pass,
enabling duplex printing of letter size documents at speeds of up
to 306 pages-per-minute in the top speed model. Featuring a new
controller platform, Windows 7 based controller software and an
updated paper input module, the Océ VarioPrint 6000+ series is
among the most productive printers in its class, effectively responding
to short-run, fast-turnaround monochrome printing needs through
improved RIP processing speeds over previous models.
For printers seeking faster turnaround times, the VarioPrint 6000+
series features a more powerful RIP processor than the flagship Océ
VarioPrint 6320+, making it up to 30 percent faster. The added touch
will enable printers to process more complex jobs. In addition, the
series features numerous multi-tasking functions that allow it to create
even more work within shorter production windows, including prep-
while-warm-up, load-while-print, unload-while-print and rip-while-
print. New and improved workflow automation features create an
even greater increase in productivity.
And thanks to its commitment to environmental sustainability, the
VarioPrint 6000+ series boasts an economical use of paper, toner and
energy, and emits virtually no ozone.
For more information and optional accessories, please visit
www.usa.canon.com.
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P16 CANVAS FEbRUARy 2014
CANVAS P17
What the technology could mean to you by Michael J. Pallerino
Paul McCarthy had spent two years searching
for affordable ways to give his son a functional
prosthetic when he stumbled upon a YouTube
video detailing the work of Ivan Owen, who
used a 3D printer to create a prosthetic hand
for a 5-year-old in 2011. Borrowing the $2,500
3D printer at his son’s school, Paul painstak-
ingly followed Owen’s online instructions and
built Leon a working mechanical hand.
What you are about to hear is true. That it involves the extraordi-nary lengths a father
would go to give his son the chance at a normal life really is only part of the story. Leon McCarthy was born with-out fingers on his left hand. Prosthetic hands are expensive – tens of thou-sands of dollars expensive. That the Marblehead, Mass., 12-year-old was born in an age of technology – a time where nearly anything is possible – may be the most intriguing takeaway here.
“Animation can explain whatever the mind of man
can conceive.” – Walt Disney
P18 CANVAS FEbRUARy 2014
Thanks to less than $10 worth of
materials, a little trial and error, and
yes, that 3D printer, Leon now is able
to draw, pick up food and hold a water
bottle using his homemade prosthetic.
It’s still probably fair to say we have
not yet begun to explore the possi-
bilities of 3D printing. The technology
is equal parts game-changing and
life-altering.
3D printing refers to a collection of
additive manufacturing processes in
which a part can be created directly
from a digital file. The most common
of these processes squirts a fine
ribbon of molten plastic to build up an
object one thin layer at a time. Since
its introduction in the 1980s, the tech-
nology has transformed the practice of
product design. Today, it is one of 12
technologies that the McKinsey Global
Institute recently identified as having
high potential for economically disrup-
tive impact between now and 2025.
“I say we’ll look back on this time in
history and remember it as the start
of a revolution – a revolution that
will provide a 3D printer for every-
one,” says Dr. Conor MacCormack,
co-founder and CEO for Mcor Technologies Ltd., which manufactures one
of the world’s most affordable, full-color and eco-friendly 3D printers. “Is it
hype? I don’t think so. The promise of 3D printing is as big as 2D printing.
If we can take this hype and convert it to a technology with a purpose, the
possibilities are endless.”
The projections for the 3D market seem to support the “possibilities are
endless” theory. According to a
recent “World 3D Printing to 2017”
report by the Freedonia Group, world
demand for 3D printing is projected
to rise more than 20 percent annu-
ally to $5 billion in 2017. The report
found that while professional uses
such as design and proto-typing will
continue to account for the majority
of demand, the most rapid growth
will be in production and consumer
applications. 3D printers increasingly
will be utilized to manufacture direct
production parts and finished goods
in a wide variety of applications.
In the consumer segment, projected
price drops in desktop 3D printers
– spurred by the upcoming expiration of patents – will motivate purchases by
hobbyists and do-it-yourselfers for personal at-home use.
When Mike Littrell, president of Cideas Inc., peers into a future that includes
3D printers, he sees a world of possibilities, especially on the consumer side.
“In my opinion, the tinkerer, hobbyists and educators will always drive the
primary growth in consumer 3D printing. I think it will push for open source
software, and newer and better materials. This, in turn, will create unique
boutique companies to sprout from this new and important tool, for both
the hardware itself, as well as products directly printed from the machines.
The consumer market is in its infancy, but that landscape is changing quickly.”
“ I say we’ll look back on this time in history and remember it as the start of a revolution – a revolution that will provide a 3D printer for everyone.”
– Dr. Conor MacCormack, Co-founder & CEO, Mcor Technologies
The 3D Generation
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.
P20 CANVAS FEbRUARy 2014
On the consumer side, Littrell says
there is a race between personal 3D
printer manufacturers for lower hard-
ware prices, improved quality, dimen-
sional accuracy and, most importantly,
content delivery. Today, brick and
mortar consumer 3D printing stores
continue to make appearances in
major U.S. cities.
On the commercial side, Littrell says
there is a strong interest in the metals
market and a more aggressive push
for using 3D printing in the custom-
izable AM (Additive Manufacturing)
market. End-use parts are becoming
more common.
There is faction that believes
the 3D market, at least initially, will
consist of pioneers doing one-off projects, a belief that Littrell says can be
misleading. “This is the largest misconception about 3D printing today. This
industry has been around for about 30 years now. The hardware, software and
materials as we know them today have always been driven by new product
development – OEMs, entrepreneurs and industrial design companies. Nearly
every product manufactured worldwide for the last 10 years has had a 3D print
made during the development phase.”
Littrell says there is a big push on the commercial side trending toward
custom-manufactured 3D printed parts, while consumer level printers still are a
bit crude and will need substantial refinement before they can really be utilized
in a similar way.
“The real pioneers in this industry are the hardware and software guys,”
Littrell says.
It’s a hand; It’s a plane (wing); It’s …There’s no end to the innovation direction 3D printing can lead us into – on both
a small and grand scale. 3D printing continues to turn ideas into reality, from
bobble heads, personalized gifts, toys and décor, musical instruments, dental
orthodontics and automotive parts.
And there’s this: According to a Wall
Street Journal story, Boeing is plan-
ning to someday make an airplane
wing without cutting or bending any
metal using a giant 3D printer.
What we do know is that high-end
3D rapid-prototype printers have
improved exponentially over the last
decade, creating machines with better
print quality and resolution, signifi-
cantly higher run speeds, more mate-
rial choices, properties and shades of
color, and less of a footprint. Today,
it’s possible to buy a 3D printer that
can sit on your desk – similar in size to
a laser printer.
“Businesses today compete with
ideas in a global marketplace,” says
Andy Coutu, president of R&D Tech-
nologies, a reseller of Stratasys’ full
line of 3D printing systems. “In order
to compete in this modern, instant
world, ideas have to be very fast.
The united States will remain by far the largest national 3D printing market in the world, accounting for 42 percent of global sales in 2017. In developed areas such as the united States and western europe, the 3D printing market value will be supported by the growing presence of metal-based 3D printers for the production of finished parts, as such systems are significantly more expensive than plastics-based 3D printing systems.
Source: “world 3D Printing to 2017,” Freedonia Group
“3D printing is but one tool to explore innovation and cost reduction, to
determine if a product can be built stronger with less material.”
– Andy Coutu, President, R&D Technologies
The 3D Generation
P22 CANVAS FEbRUARy 2014
What’s your next-generation product?
You’d better come up with it quickly,
and it needs to be better than that of
your competition.”
For example, R&D helped one of its
customers, a major luggage manufac-
turer, build a prototype of handles and
a wheel design on a piece of luggage
so it could be tested via focus group
for instant feedback that was criti-
cal to the manufacturing process.
Another customer, a renowned
gaming-technology company, devel-
oped a cover design that it proto-
typed for a casino machine that
would use less plastic, saving millions
of dollars in the process.
“It’s a fact that the U.S. is compet-
ing with other countries when it comes
to manufacturing at reduced costs,”
Coutu says. “3D printing is but one
tool to explore innovation and cost
reduction, to determine if a product
can be built stronger with less mate-
rial, for example, or as a tool to check
if a new design will function properly.”
Global demand for software and other 3D printing products such
as 3D scanners will grow in line with the overall average, supported
by ongoing needs for technological updates
and upgrades.
Source: “World 3D Printing to 2017,” Freedonia Group
“ The ultimate future is a 3D printer for everyone. … The whole vision for 3D printing is to create innovators who will most certainly invent the future.”
– Deirdre MacCormack, CMO, Mcor Technologies
Talking about the future…Ask the experts, and they will tell you the future already has turned the corner.
In 2013, 3D printing took some major strides, with one of the biggest trends
being the expansion into retail as a sales channel. Mcor Technologies helped this
process through its partnership with Staples in November 2012. Not soon after,
Amazon, Best Buy and Office Depot entered the game.
Deirdre MacCormack, CMO of Mcor Technologies, believes 2014 can be even
bigger. She says the 3D market may soon be defined by several factors, includ-
ing acquisitions (as players strengthen their own supply chain), the addition of
more service bureau business (both in retail and online); and more metal machines
(following Mitsubishi’s recent announcement, MacCormack expects other players
to enter the marketplace).
“The 3D printing market will continue to grow in complexity in the coming
year,” MacCormack says. “And with players like Mitsubishi and HP in the game,
who knows what we will see. I think consumer printing will continue to evolve
as well. This will go hand in hand with the appearance of 3D printing in the
retail environment. The physical retail channel holds the benefits of exposing
consumers directly to the technology. It is a captivating experience, and the
highly customizable nature of the technology really does motivate a broad
range of applications.”
For the consumer market, MacCormack says low cost and high color capability
will be imperative (think personalized figurines and busts, and 3D photos). “The ulti-
mate future is a 3D printer for everyone. We talk about a number of trends happen-
ing simultaneously – the evolution of the maker and the user. Both groups will take
very different paths to ultimately accessing 3D printing. However, the whole vision
for 3D printing is to create innovators who will most certainly invent the future.”
The 3D Generation
P24 CANVAS FEbRUARy 2014
How you can get started todayby linda bishop
Jack Martin tapped on Mike Woolerton’s door and asked, “Do you have a minute?”
Mike, Jack’s boss, was the vice president of sales at Print Masters. Jack recently joined the sales team after a successful
career selling for a smaller printer. He was intelligent, enthusiastic and had the kind of sales talent required to sell the complex
solutions that made Print Masters a profit and printing leader.
Jack made his way across the room and dropped into one of the empty chairs facing Mike.
“I was talking to an old college friend who sells packaging. She recom-
mended I call on WidgetCo. I did some research and they look like the perfect
prospect for us. But I need to start by calling on the chief marketing officer.”
Jack held open his hands. “For most of my career, I’ve called on someone
much lower in an organization, like the marketing coordinator. I don’t want to
blow this opportunity, so I’d like some pointers on how to open doors when
they lead to the C-suite.”
Mike leaned back in his chair and said, “There are
real and important differences when you’re selling
to the C-suite. You must work hard to earn a meet-
ing. It requires research and persistence. Once you
get a meeting, preparation is critical. If you waste
their time, your opportunity for a sale can evapo-
rate quickly. There are other factors as well.”
“I’m glad you recognized the challenge. Now
let’s plan your approach.”
Selling to C-suite
decision-makers
CANVAS P25
P26 CANVAS FEbRUARy 2014
Chief Executive Officer (CEO). Chief Marketing Officer (CMO). Chief Financial
Officer (CFO). Chief Sourcing Officer (CSO). Chief Technology Officer (CTO).
Director. Executive VP or senior VP. C-suite selling focuses on people in top-level
management positions with titles like the ones above.
At this level, you sell to extremely busy people who are focused on perfor-
mance. They’re efficient and can produce significant output for their organization.
While they have priorities, they can adjust them quickly when priorities change.
Top players are defined by resolution. They have a strong sense of purpose, vision
and think strategically.
Top-level managers are used to holding people accountable and despise sales-
people who waste their time, focus more on relationship building than bringing
value and haven’t done their homework. They respect sales professionals who
understand their pain points, bring creative solutions with strategic value, and
work hard and meet commitments.
To put it another way, C-suite decision-makers respect sales professionals who
think and act like them.
Research for relevanceA friend of mine, the vice president for sales at her company, once made a call
with a new sales rep. When they were sitting in front of a customer, the rep asked,
“What is it your company does?” As you might guess, the vice president of sales
was very embarrassed by that question.
Every sales professional knows it pays to research before you make a sales
call. When you plan for a C-suite call, take an hour to get the basic information
about the decision-maker and company, things such as the career path to his
current position, his educational background and any common connections.
Often times, you can easily find this information on LinkedIn.
Research what’s happening at the target account. Is it a publicly held company?
Does it make money? Has it introduced any new products or announced any major
corporate initiatives recently? This kind of information typically can be found on
its website.
Armed with an understanding of the company, research industry trends.
Who are the major players? Who are the scrappy upstarts? What are the
opportunities? Threats?
Your goal is to understand enough about the account to be relevant to the
C-suite prospect. To be relevant, think about your prospect’s decision-driv-
ers. They could focus on financial aspects of the business, such as revenue
from new customers. They could relate to operations and the need to increase
productivity, or be linked to the competitive environment or needs of the pros-
pect’s end customer.
When the product or service you sell is closely linked to key drivers and can
help C-suite executives meet strategic goals, you’re relevant. And relevance
means “sales.”
1. Call before or after normal business hours since top executives tend to get in early and stay late.
2. When talking on the phone, mirror their personality. If they’re direct, be direct. If they’re amiable, be amiable.
3. Get to the point “quickly.”
4. Speak in financial terms and how your offering relates to their business.
5. Be persistent, but don’t be afraid to tell them you’re moving on if they don’t respond. Sometimes, this is the only way to get busy people to take action.
Source: Mike Jensen, Senior Account Executive, Geographics, Atlanta
Success in C-suite selling is not an accident. It’s something you make happen.
Selling to C-suite decision-makers
C-suite selling tips you should try now
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P28 CANVAS FEbRUARy 2014
“ Selling to the C-suite can be a bit intimidating – until you meet someone in person. Then you say, ‘What was I worried about?’ Be smart. Be relevant. Take a deep breath. There’s no reason to be intimidated when you have good ideas to share and present them well.”
– C-Suite selling expert Stewart Jordan of McArdle, on the art of selling
Earning meetingsWhile busy C-suite executives get lots of meeting requests from sales reps, most
are ignored. To get a meeting, you have to earn it. That requires hard work and an
intelligent battle campaign incorporating the following ingredients:
• Referrals whenever possible (because they give you greater credibility)
• Specific and real reasons why an executive should meet with you
• A well-written business letter outlining the reason for a meeting
• Case studies, white papers and other materials to prove your company
has the expertise to help
Persistence means a minimum of 12 touches that include phone calls, emails
and mail. Be prepared to talk to administrative assistants and provide them with a
brief, but compelling explanation of your offering and why it matters to their boss.
Be polite, but push hard. Wimps don’t win the C-suite selling game.
Meeting goals & questioning strategiesThat first meeting will require hard work, but it doesn’t stop there. You won’t get
a second meeting unless you go fully prepared.
Have a meeting goal. Be sure it is specific. Once you determine your goal,
design a questioning strategy to support it. What do you want to uncover? What
information should you share in addition to asking questions?
Have at least five questions in mind to ask. For example:
• Many of our clients have had this issue. Is it a problem for you?
• How does the problem stop you from achieving your goals?
• What solutions have you tried to fix the problem?
• Is fixing this problem a priority?
• Have you calculated the financial impact of the problem?
As you ask these questions, sprinkle in
golden nuggets of information about the
value of your solution. These tidbits help
executives make the shift from, “Tell me
what you have” to “Ah ha. I see how you
can help me.” If they make that mental
move, you’ll earn a second meeting.
At the end of the day, remember
that you are selling to people, and you
must respect them and treat them well.
Success in C-suite selling is not an acci-
dent. It’s something you make happen.
It is a constant balancing act between
executing a plan and being flexible
enough to innovate when needed.
When you plan for a C-suite call, take an hour to get the basic information about the decision-maker and company.
Selling to C-suite decision-makers
1. Continually review your progress Find out why nothing is moving. Is it because the executive has higher immediate priorities? Are you stuck? Evaluate the situation and react.
2. when you meet, have a conversation Don’t make a pitch. Pitches annoy top-level executives because they make it look like you care more about making a sale than solving their problems.
3. Focus on value in every conversation Use phrases like, “The product will bring a big benefit to you because . . .”
4. Stay alert During sales cycles, keep your eyes open for trigger events and use them to start and continue selling conversations.
5. Put it on paper Provide written evidence to support your value proposition. Case studies and articles are useful tools. By mailing materials throughout a sales cycle, you increase mindshare and improve the odds of making a sale.
6. have a closing Plan a powerful beginning and ending for every conversation. Start and finish strong.
7. Know how to close In every meeting and every conversation, close on the next step. Actively look for ways to create and maintain momentum. Know what you want and ask for it.
ways to improve
your C-suite selling
skills
P30 CANVAS FEbRUARy 2014
CANVAS P31
‘I know you saw my email.
So, why didn’t you respond?’
“Email marketing is now about more
than just blasting one email newsletter to
your entire list,” says Diana Urban, head of
conversion marketing at HubSpot. “Just like
traditional marketing methods, people have
gotten better at filtering out things that don’t
interest them. Effective email communica-
tion requires sending the right message, to
the right people at the right time.”
To help you get through all those
filters out there and reach your custom-
ers, CANVAS sat down with some of the
experts to knock out the best strategies.
Opportunities still aboundIn an independent survey commissioned by iContact (Email Marketing by Vocus), at
the start of 2013, 56 percent of businesses said they planned to increase spend on
the medium. So, the good news is, email marketing is booming, says John Hayes,
author of “Becoming THE Expert: Enhancing Your Business Reputation through
Thought Leadership Marketing” and “A Crash Course in Email Marketing for Small
and Medium-sized Businesses.”
“Despite increased competition from across the entire spectrum of digital marketing
(including social media, paid search, SEO), it remains the most cost-effective method for
driving revenue from existing clients and contacts,” Hayes says.
Hayes believes email marketing can be the profitable component of everything else a
company does online to promote its business. For example, it can be difficult to generate
profits from expensive acquisition marketing techniques like paid search. Email market-
ing can help you cost effectively drive repeat business from these expensively acquired
customers and deliver profits over a series of sales.
How to get through the filters to deliver a compelling
and actionable emailby graham garrison
The target has shrunk. Where big email marketing blasts used to draw new oppor-tunities, lately the responses have gotten sparse for companies. There still are prospects out there who need your products, but to reach them, you’ll need fresh tactics. It’s not a matter of thinking smaller, but thinking more precise.
P32 CANVAS FEbRUARy 2014
1. Set aside time to create your campaigns When you produce emails at the last minute, you open the door to errors and lazy copywriting.
2. Get to the point Be precise when you craft your subject line and body text, and always include a clear call-to-action.
3. Keep the use of graphics to a minimum Always feature text at the top of your campaign.
4. Be relevant Before sending, make sure your message is timely and engaging. If not, don’t send it. If a subscriber stops engaging with your emails, it’ll be hard to win them back.
“Remember, if you are using techniques like paid search to acquire the same custom-
ers time and time again, it may be very difficult to generate profits,” Hayes says.
But what worked in email marketing even a few years ago may not find success
today. It has become more sophisticated. “Social media in particular has strength-
ened email marketing’s proposition,” Hayes says. “Now that email recipients can
share an email with their wider social network, email has evolved into something
of an acquisition tool. The beauty of using socially enabled emails to acquire new
customers is that this is free. The word ‘free’ is rarely heard in conversations about
acquisition marketing.”
Acquire your targetSunil Wattal believes that the low cost
and availability of consumer informa-
tion will make emails the medium of
choice for marketers for a long time.
Wattal, associate professor – Manage-
ment Information Systems (MIS) at
Temple University’s Fox School of
Business, believes we are seeing some
key trends out there today.
One trend is that companies are
relying more on consumer-generated
referrals than direct emails. An email
coming from a friend or acquain-
tance likely is to be more effective. So
companies also are giving incentives to consumers to generate the referrals.
Targeting is becoming more and more important. “Consumers are bombarded
with information overload in email and the web, and overall click-through rates are
showing a decline,” Wattal says. “Targeting can help a firm get noticed in the crowd.”
This is especially true with mobile devices. “Mobile devices have limitations
such as smaller screen size and use on the go,” Wattal says. “Therefore, users may
not have the time or attention to read lengthy emails.”
“I know you saw my email.”
“ Email marketing is now about more than just blasting one email newsletter to your entire list. … Effective email communication requires sending the right message, to the right people, at the right time.”
– Diana Urban, Head of Conversion Marketing, HubSpot
Source: John Hayes, author, “Becoming THE Expert: Enhancing Your Business Reputation through Thought Leadership Marketing” and “A Crash Course in Email Marketing for Small
4ways to craft the perfect email
thinkMSP Summit will include:
Summit 2014 • May 6-8, 2014
Next year marks CANVAS Magazine’s first thinkMSP Summit.Marketing executives will enjoy a 2-day session in Atlanta for a series of educational workshops, networking and extra-curricular activities in a think tank environment.
• Educational workshops• Creating business plans and marketing strategies• Networking with fellow MSP executives• 1-on-1 meetings with sponsors• Compelling speakers• Extra-curricular activities such as zip lining, golf and boating
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P34 CANVAS FEbRUARy 2014
Creating the perfect emailGenerating an effective email in today’s
marketplace can feel a lot like trying to
sell a newspaper on the street corner
in the old days. Headlines matter. Your
window for getting their attention lasts
about as long as a headline and lead
of a story.
“Recipients have gotten better at
ignoring what they don’t want, just like
they've learned to ignore TV commer-
cials and banner ads,” HubSpot’s
Urban says.
Much of constructing the perfect
email is behind the scenes. “You can
have the most brilliant layout, copy
and images in your email, but it won't
matter if you send it to the wrong audi-
ence,” Urban says.
Urban says your emails should
include “short and sweet” copy that
acknowledges the readers’ problem
and sets up the solution. There must
be a clear call to action in the email. An
animated gif or image is a nice visual
touch, and with the popularity of social
media, your email should have links to
provide “social shares” through Face-
book, Twitter, Pinterest, Google, etc.
To note, the experts agree that
email still is a highly effective way to
drive your leads along your buying
cycle. “It’s even a great way to grow
your lead database,” Urban says. “At
HubSpot, 20 percent of our new lead
generation on any given month actu-
ally comes from email marketing. If you
send emails that people find interest-
ing, since it’s relevant to them, they’ll
actually forward that email to their
friends and colleagues, thus growing
your reach.”
Selling to C-suite decision-makers
“ Social media in particular has strengthened email marketing’s proposition. … The beauty of using socially enabled emails to acquire new customers is that this is free.”
– Author John Hayes
Products vs. PersonalizedPersonalized email advertisements are far more likely to repel customers than endear them, according to a study that drew from 10 million marketing emails sent to 600,000 customers. Using data from a firm’s real-world transactions, Sunil Wattal, associate professor – management information systems
(MIS) at Temple University’s Fox School of Business, and the study co-authors found that consumers’ responses to personalized greetings ranged from very negative to, at best, neutral.
Overall, 95 percent of customers responded negatively when an email ad greeted them by name. However, product personalization triggered positive responses in 98 percent of customers, with the positive effect being most pronounced among customers unfamiliar with the firm.
Following are four key strategies researchers provided for improving email marketing effectiveness:1. Don’t assume a customers’ acceptance of the terms and
conditions of a privacy policy is a license to openly use their personal information for marketing purposes.
2. Don’t send personalized greetings to new customers. If greeting past purchasers personally, don’t expect improved results.
3. Send emails to established customers more frequently than to new ones. A large number of emails may drive a new customer away but may prompt an established customer to purchase.
4. Build a relationship with new customers by only emailing them ads for products they’re predicted to like. But expand your relationship with existing customers by occasionally exposing them to products they’ve never bought before.
Read the study – Co-authored by Sunil Wattal and Carnegie Mellon professors Rahul Telang, Tridas Mukhopadhyay and Peter Boatwright, the study is titled, “What’s in a Name?” Impact of Use of Customer Information in E-mail Advertisements.”
Source: Fox School of Business, Temple University
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P36 CANVAS FEbRUARy 2014
CANVAS P37
If the print and mail business is in decline, someone
forgot to tell Thomas Harter, Sr., chairman, presi-
dent and CEO for Microdynamics Group.
In 2008, Harter and his private equity backers acquired
not one, but two transactional mail businesses. To some, the
investments might have looked
ill-timed or even foolish. After
all, spending on commercial
print services had been declining
since 2000 and banks were tight-
ening credit ahead of what would become
the worst financial crisis in generations. But
after years of helping banks, credit unions,
healthcare providers and utilities design,
print and mail their customer bills, the
leadership at Microdynam-
ics had come to understand
the profound changes lying
ahead for their business.
Just as importantly, they
had set aside time to
develop a long-term stra-
tegic plan to harness those
changes to drive growth in a
shrinking market.
Building your company for growthby Charles lunan
Article Sponsored by:
P38 CANVAS FEbRUARy 2014
When the recession hit, Microdynamics kept on growing and investing. In
2010, it acquired a company that presorted 300 million pieces of mail each
year. In 2012, Crain Chicago Business named Microdynamics 32nd on its Fast
Fifty list for growing 209 percent from 2007 through 2011 – right through the
heart of the recession.
“Microdynamics has always listened to our clients, as well as the industry, in
determining the needs that exist in our market,” Harter says. “We have always
been early adopters of new technology. That is one of the reasons for our year-
over-year growth – continual investment. The market is constantly evolving, and
staying on top of that with regards to decision-making and investment in technol-
ogy, is crucial to our success.”
Microdynamics’ commitment to long-term thinking and continuous investment
were more the exception than the rule, according to a “2010 Capital Investment
Study” by the National Association for Printing Leadership (NAPL) that found
many in the industry opted to slow their investment in the wake of the recession.
The study, which was sponsored by Canon, found that more than two to one
printers surveyed planned to invest less over the coming three years than they had
in the prior three years. Respondents attributed their forecast to uncertainty over
the economy and the industry as well as a lack of credible information on return
on investment.
“For years, this industry was in a build-
it-and-they-will-come mentality, and it
worked very, very well,” says Michael
Philie, senior VP for NAPL’s Business
Advisory Group, which provides a wide
range of consulting services, including
strategic planning, to commercial and
graphic arts printers. “But now there are
so many paths to take that it's numbing.”
Printing equipment manufacturers
have responded by offering more busi-
ness consulting services to their custom-
ers. On Jan. 1, 2013, for example, Canon
U.S.A. merged Océ North America
with Canon Business Solutions to form
Canon Solutions America (CSA), which
offers one of the largest document and
imaging business-to-business sales and
service organizations in the world.
“Uniting Océ and Canon has been
instrumental to our long-term develop-
ment,” says Francis A. McMahon, VP of
Marketing, Production Print Solutions
(PPS) at Canon Solutions America. “Canon has an entrepreneurial culture for funding
new developments. Our customers will reap the benefits from R&D projects, leverag-
ing both Océ and Canon technology.”
Since the acquisitions, CSA has invested tens of millions of dollars to develop
a comprehensive customer support system to help printers analyze market
opportunities and develop business plans prior to committing to purchasing an
Océ or Canon printer.
“By assessing future trends and customer needs, we know we are in a stronger
position to serve the market over the long-term,” McMahon says. “It’s that long-
term vision that keeps us focused on developing the latest technology and posi-
tioning our company for long-term growth.”
NAPL’s Philie says many of his clients are still struggling to grasp the value of such
long-term planning and investing given how difficult it is to see where their business
“ The market is constantly evolving, and staying on top of that with regards to decision-making and investment in technology is crucial to our success.”
– Thomas Harter, Sr., Chairman, President & CEO, Microdynamics Group
The Long Haul
is headed three years hence. “You can still do strategic planning and remain flex-
ible. You can point out a direction you want to go in and based on what you see
along the way, you make decisions. It's not quite as rigid as some people think.”
Of course, good strategic planning requires aligning so closely with customers
that you know better than they what their future needs will be. “When you look at
leaders in the top companies, they have tremendous relationships with their key
accounts,” Philie says. “They have conversations with them all the time, not about
the transaction, but about what their customers are looking for.”
CSA has done just this by engaging in in-depth discussion with customers in
the form of Advisory Councils to understand customers’ business and technology
needs and to gain information that guides the company’s strategy.
In its “2012 State of the Industry Report,” NAPL concluded that the gap between
top performers like Microdynamics and the rest of the industry is widening. While
overall commercial printing industry sales grew just 0.6 percent in 2011, more than
a quarter (27.4 percent) of the companies surveyed for the study had surpassed
their pre-recession sales levels.
While acknowledging that the costs of making the wrong investment are higher
than they were 10 years ago, the NAPL report argues that making no investment
may be the riskiest gamble of all.
“ For years this industry was in a build-it-and-they-will-come mentality, and it worked very, very well. But now there are so many paths to take that it’s numbing.”
– Michael Philie, Senior VP, National Association for Printing Leadership (NAPL)
“In the current challenging business
environment, too many companies are
waiting for something to happen to
improve results – a better economy,
further consolidation to lessen compe-
tition, a can’t miss hot market, etc.,” the
NAPL report stated in October 2013.
“Success in our new industry is about
what are we doing for ourselves – not
what the economy, consolidation, or
the next big thing is going to do for us.
Success is about doing, not waiting.”
P40 CANVAS FEbRUARy 2014
intErviEw with gEnE FarrEllFinal thought
Amazon’s Gene Farrell on how to succeed in 2014
If you’ve seen those super cool Coca-Cola Freestyle dispensing machines
(press the button for your favorite soda, put your glass down and step
back), then you kind of know Gene Farrell. He led the team responsible
for creating the game-changing innovation some call the “iPod of soda
machines” during his days as VP and GM at Coca-Cola Freestyle. Following a
20-plus year sales and marketing career at The Coca-Cola Company, Farrell
turned his focus to Amazon. Today, as GM of Amazon Web Services, he over-
sees Amazon WorkSpaces, a new cloud-based desktop service for business
customers and the EC2 Windows Business.
What does 2014 have in store for today’s entrepreneurs?There are signs the overall business climate
will continue to improve, not dramatically, but
continue to get better. We have an economy
that appears to be turning the corner and
consumer confidence that is starting to edge
up. The other thing that is good for entre-
preneurs is that we’ve had a pretty good run
up with the stock market. That means we’re
going to have a lot of investors, especially
private money, chasing returns. Access to
capital should be much easier. Innovation
to them as you can be. At the end of the day,
they are why you are in business.
What is the key to “getting things done” today?You have to lean forward. You can’t sit back
and wait for business to come to you before
you react. Adopt a real strong bias for action
– what I call a “relentless discontent” for the
status quo. Have a clear sense of your priori-
ties. It’s just not enough to set goals. You
must have a good audit process and routine
to stay on track to achieve your goals. To
move things forward, you have to do the
right things. And I believe it’s important to
develop a sense of personal and profes-
sional balance. It’s a long race. Manage your
energy. You don’t want to get burned out.
What does it take to lead?There is leadership and management. If you
read the business books, nobody wants to
be a manager. Everybody wants to be a
leader. I don’t consider one better than the
other. Leadership is about having a clear
sense of where you want to go and inspiring
others to go with you. Management is the
art of getting things done. History is filled
with people who have had great visions but
couldn’t get things done. To lead, you have
to keep people connected to their work –
that vision. It’s about recruiting followers,
and then providing the resources and tools
they need to achieve the vision.
What is that “signature” piece of advice on how to succeed today?Believe in yourself and your ideas, and make
sure you have the willingness to take risks
and fail fast. You’ll never know if you can do
it unless you try. One of the biggest faults
some leaders have is that they only seek
information consistent with their views. Keep
your mind open and seek truth.
Gene Farrell
history is filled with people who have great visions but couldn’t get things done. to lead, you have to keep people connected to their work – that vision.
continues to accelerate, so we’re starting to see technology disrupt business.
And where there is disruption, there is opportunity. A lot of entrepreneurs will
move in to fill that space.
Define the keys for incubating new business in this new landscape.The most important thing is to have a clear vision. As you lean forward, make
sure you have a willingness to adapt. Things change rapidly, so be ready to
change with the disruptions around you. It’s about staying current. Speed to
market is a big asset. Talent is equally as important. Whether it’s employees,
partners or suppliers, be thoughtful about the people you’re going to bet
your business on. Finally, don’t ever lose sight of your customers. Be as close
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