Canvas Magazine | The Naked Truth | December 2013

Do you dare be exposed?5 tips on being a better leader

How you can win in 2014

So, you want to make a deal?

EmpowEringmarkEting

SErvicEprovidErS

dEcEmbEr 2013

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Publishermark potter > [email protected]

Creative direCtorbrandon clark > [email protected]

Marketing Managertaylor knowles > [email protected]

Managing editormichael j. pallerino> [email protected]

art direCtorbrent cashman

Contributorslinda 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 7, issue 6. copyright 2013 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.

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FEATURES

DEPARTMENTSP2Publisher’s ThoughtsA little advice

P4Walk this wayFive tips to lead change in today’s challenging times

P6The lowdown on multi-channel marketingP8The Corner OfficeBusiness Insights: how lead generation strategies will change in 2014

Communicating:head versus heart

Marketing Insights:book rec: the Power of habit

show me the collateral

a mobile revolution

P12People Newstwo strong

the ‘benny’

the big score

People Moves

Mergers & Acquisitions

P14Product Spotlightbook of one: Workflow solution changes the shape of book industry

augmented reality: Your groundbreaking effective interactive envelope is here

P40EofA’s Jim Collison onleading in the new landscape

P16Walk this wayhow to think like your favorite store and sell more

P22The naked truthdo you dare be exposed?

P28Play to winhow to succeed in 2014 and other things you should know

P36So, you want to make a deal?inside the mind of today’s negotiating buyer

“be what you say you are, do what you say you do and

be above scrutiny.” – Dr. Koert Van Ittersum, Professor of Marketing, University of Groningen

P2 CANVAS DEcEMbER 2013

Mark Potter

Publisher

Twitter @markricepotter

Not that you need to take any advice from me, but there are a few things on my mind

for 2014.

Say Thank You: We’re in a day and age that can feel kind of antiseptic and cold. Making

things personal is more important than ever and there is probably no better way than a

simple “thank you.”

Work Hard: Your level of success is determined by a lot of variables. Having the right mind-

set, being creative and having a strong network, to name a few. But your progress always

will be tied to your productivity. The type of work may be different, but we still need to use

a little elbow grease.

Think Hard: Oftentimes, we get caught up in our tactical stuff and don’t realize that thinking

about your business is work too. In fact, the people who step back and take the time to think

rather than constantly “do” provide a lot more value.

Be Sincere: Historically, sales has been viewed in a somewhat negative light. There is always

this thought that maybe the salesperson didn’t give us the best deal or that he knew some-

thing we didn’t. Today, that can no longer happen, as people are armed with more than

enough information. So, a new level of sincerity in our approach is needed. We simply must

care about our clients’ success first and foremost – and mean it.

Smile: Attitude determines altitude. In other words, even when times get you down, it makes

sense to focus on what is right in our lives. Positive attitudes are magnetic.

Read this issue: If you’re looking for in depth analysis on the ever-evolving printing services

industry, we have it here. Check out the feature story, “Playing to Win: How to Succeed in

2014 and Other Things You Should Know,” which offers strategic insights from several of the

industry’s leading analysts on what you can do to get ahead. In addition, our cover story,

“The Naked Truth,” goes inside the secret of successful brands, including your personal brand.

Keep reading CANVAS: Our print and digital issues aim to bring you insights and motiva-

tion tips that will keep propelling you upward. We can’t thank you enough for a great year

and look forward to a even better 2014.

Download our App: While CANVAS gives you perspectives and compelling stories, our new

MSP platform puts the resources and tools at your fingertips. We believe we have what you

need to sell a variety of solutions in today’s competitive landscape. MSP gives you what you

need to find them.

Happy New Year,

A little advice

a new level of sincerity in our

approach is needed.

We simply must care about our

clients’ success first and

foremost – and mean it.

publiShEr’S thoughtS

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barbara trautlein is a change

leadership consultant,

international speaker,

researcher and author of

“Change intelligence: use

the Power of CQ to lead

Change that sticks.”

For more information, visit

www.ChangeCatalysts.com.

by barbara trautlEinlEadErShip

Walk this way Five tips to lead change in today’s challenging times

angle. The problem is the third angle. In our

minds, it feels like it’s us against the other

people and the problem. That’s exhausting.

Instead, envision yourself and the other people

working together to solve the problem. Move

from being, feeling and acting against others

to working with, and even for, them. If you can

make this simple mindset shift, how you relate

to others will almost immediately become

palpably partnership-oriented to them.

Step. No. 3 – Change Your SeatWhat you see depends on where you sit. Change

looks very different at different levels of the

organizational hierarchy. Those at the top typi-

cally are isolated. Those at the bottom are most

resistant. Those in the middle are squeezed. Try

sitting in the other seats and appreciate their

pressures. Adapt your approach and messages

to the different needs and concerns of these

very different audiences.

Step. No. 4 – Change Your StyleWe all know the Golden Rule: Do unto others

as you would want them to do unto you. To

lead change effectively, follow the Platinum

Rule: Do unto others as they want to be done

unto. Tell stories they can relate to. Share

statistics relevant to them. Demonstrate what’s

in it for all of us to work together in new ways.

Step. No. 5 – Change Your StrategySo often, what looks like resistance really is

that people don’t get it, don’t want it or are

unable to do it. Engage the brain by explain-

ing the “why” and “what” of the change

– help the “head” understand your vision,

mission and goals. Paint a clear picture of the

target and end game. Inspire the “heart” to

care about the change objectives by engag-

ing with others, actively listening, dealing

with fears and insecurities, and building

trust. Help the “hands” apply the change –

provide tactics, training and tools, and elimi-

nate barriers standing in people’s way.

Here are five steps to start taking charge today.

The good news: None of these prescriptions

require leaders to change who they are.

Step No. 1 – Change Your StoryReframe resistance. Resistance in organiza-

tions is like the immune system in your body;

it protects you against harmful invaders from

the outside. Just like pain in the body is a

symptom something is wrong, resistance is

a sign to which managers should pay atten-

tion. The goal is not to eradicate it, but to

allow it to surface, so it can be explored and

honored. To lead more effectively, learn to

see resistance as your ally, not your enemy.

Step. No. 2 – Change Your StancePicture a triangle. So often, we view ourselves

on one angle, while others are at another

From Jack Welch’s early days at GE, to Meg Whitman at eBay, putting

the right people at the helm has launched many high profile, highly

successful turnarounds.

But companies don’t have to fire the entire C-suite to put

“new” leadership in place.

Leadership is the key to successful major organizational change. It’s

possible to lead successful and sustainable change – if led effectively.

The problem is that, so often, it’s not.

Workforces in every industry – printing services, health care, high tech, etc.

– are confused and bruised. While employees in this economy thirst for guid-

ance, they have become distrustful and disen-

franchised – not engaged, empowered or

equipped to do what’s needed to help their

organizations transform to survive and thrive.

The solution? Those who lead change

must first change themselves. It’s about

shifts in mindsets and behaviors. It’s

about the flexibility to adapt your lead-

ership approach to get your team where

they need to go. When you do it, it’s

amazing how change takes place.

As they say: Be the change you wish to see

in the world. That’s leadership.

leadership is the key to

successful major organizational

change. it’s possible to lead successful

and sustainable change – if led

effectively.

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

Our TotalFlow solution offers you:

• Customized workfl ow solutions

• Comprehensive implementation services

• Strategic and consulting services

• Advanced business development services with Ricoh’s Business Booster Program

Call 1-800-637-4264 or visit ricoh-usa.com today to learn how we can quickly take you from workfl ow to TotalFlow.

www.ricoh-usa.com

Ricoh’s TotalFlow SolutionDriving the future of digital production workflow.

JOIN US!


John P. Foley, Jr., is Ceo

and CMo of grow socially

(www.growsocially.com).

For more information,

call 800-948-0113

or email him at

[email protected].

by John FolEy, Jr.mobilE mEdia

The lowdown on multi-channel marketing

The term “multi-channel marketing” is a mouthful, but the reality of

what it is and what it can do for your print service provider is far from

intimidating. The concept of multi-channel marketing is not new, but

as technology evolves, its meaning and all it embraces is evolving.

Multi-channel marketing is all about using various methods (channels) to

get your marketing message to the people who matter the most – your target

market. It involves the integration of websites, phone, email, texting, print

and other available channels to market relevant messages.

It’s all about sending the right people the right message using the right channel.

Print is no longer an all-encompassing method of reaching your target. By failing

to maximize your opportunities using multi-channel marketing, you shoot yourself

in the foot and lose out. Translation: You lose future customers and future profits.

One of the key elements behind multi-channel marketing is consistency

in your branding. Using various ways to get your marketing message across

to your prospects is pointless if that message isn’t consistent. In fact, if you

muddy the marketing waters with different messages to your target market

using various channels, you will in fact turn off your prospects.

A multi-channel marketing plan must be thorough and descriptive, so you’re never

at a loss for your next marketing move. It should be comprised of things like:

A Content Calendar: Get that blog up and running with fresh content on a

regular basis. Hit on all of your relevant services and expertise. This will start

building your network.

Landing Pages: No matter what method of marketing you employ, drive traf-

fic back to a specific landing page. This way, you can measure the impact

of your marketing and convert interested folks into qualified leads that your

sales team can make use of.

Social Media: Social media is not just for keeping up with your pals anymore. If done

properly, it can drive relevant traffic back to your website. Spread the good word of

your business and become part of the personal conscience of your networks.

Traditional Marketing: There always will be a

place for print and mail. But they must be used

in companionship with mobile technologies such

as QR codes and Near Field Communication

(NFC), landing pages, social media, and more.

While it’s easy to get caught up in the market-

ing game and only think of the message and

reaching that target market, there are other

points to consider. You must make it easy for

your prospects to contact you. You must make

it effortless to do business with your printer. If

your prospects experience any speed bumps

along the way, you’re bound to lose them.

Think about it – you perform all your research

of companies you want to deal with online

without batting an eyelash. But not everyone is

trusting or at ease with the internet. They want

to talk with a warm body. They’d rather speak

directly with someone to get all their ques-

tions answered. In this case, if your marketing

messages lack a phone number, you’ve just

lost potential profits.

Enter personalization. By personalizing your

marketing messages to the recipients across the

various marketing channels, you’re increasing

your odds of success. It doesn’t take in-depth

market research to understand that a mobile

text campaign targeted at senior citizens may

fall flat on its face. But a well-crafted direct mail

piece might be a home run.

Demographics are key to a success-

ful multi-channel marketing strategy. You

want your message to be heard and under-

stood, but you need it to be received by the

targeted group of people via the correct

method in order for it to work.

Multi-channel marketing is all about a

seamless, almost effortless (for the target

market) process. It’s about getting your

message to your prospects using various

channels, and keeping those messages and

your branding consistent and understand-

able. It’s about making it easy for your pros-

pects to contact you to either ask more ques-

tions or purchase your products or goods.

Remember, “convenience” means differ-

ent things to different people. A sound

multi-channel marketing strategy will keep

this in mind and be able to deliver that

convenience to a receptive target market.

»ATTeNTioN CANVAS ReADeRSJohn Foley is offering a complimentary copy of his white paper “Growing Your Business with Inbound Marketing” to readers who visit: http://ilink.me/GrowCanvas. Get your copy

PRODUCTIVITY.PROFITABILITY. UNSTOPPABILITY.

NOW YOU CAN ENVISION IT.

©2013 KONICA MINOLTA BUSINESS SOLUTIONS, U.S.A., INC. All rights reserved. Reproduction in whole or in part without written permission is prohibited. Konica Minolta and bizhub are trademarks of KONICA MINOLTA, INC.

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buSinESS inSightS by howiE FEntoncornEr oFFicE

howard Fenton is a senior

consultant at naPl.

he advises companies on

how to overcome production

issues, reduce production

costs that hurt sales, and

to build and sell more

value-added services.

You can reach him via email

at [email protected].

How lead generation strategies will change in 2014

If you’re one of those people, this article

is for you.

In the NAPL/NAQP “2013/2014 and

NAQP Sales and Marketing Study,” we

asked companies which tactics generated

their best leads. If we combine those who

answered “very effective or effective,” the

top three answers were “referrals” at 99

percent, “networking” at 81 percent and

“website/internet” at 63 percent.

If you take a historic look over the years,

you’d most likely see “referrals” and “network-

ing” have remained high, while the “website/

internet” has continued to grow and, most

likely, has the greatest growth potential.

Today, there are two different strategies for

using websites/internet as a lead generation or

marketing tool. One is SEO (search engine opti-

mization); the other is SMO (social media optimi-

zation). SEO focuses on increasing your rankings

using paid search or organic growth through

content marketing (blogs). SMO involves partici-

pating in social media and allowing people to

discover your content on Facebook, LinkedIn,

Pinterest and a host of other sites.

No one knows for sure if either SEO or

SMO is more effective. Most believe it

requires a combination of both to achieve

a synergistic effect. If you believe that the

“website/internet” has the greatest growth

potential, you should be aware of a recent

change to Google’s search algorithm known

as Hummingbird. Hummingbird is to make

web searches more “conversational” – more

like how you might talk to your smartphone.

Before the Hummingbird update, Google

would ignore some words in your searches.

The shift to include more words will increase

the importance of what is known as “long tail

keywords.” These are more specific words used

to target more specific products or services.

Most experts believe that 70 percent of all

searches involve multiple words – long tail

searches. For example, instead of saying “inkjet

printing,” the search might say “inkjet produc-

tion printing for transactional documents.”

The best way to understand conversational

searches is to try them out yourself. You might

not know it, but most Macs, iPhones and

iPads support a feature known as dictation

(dictation and speech in system preferences).

Simply find the button to click and you can talk

into your device and watch your searches appear.

Start asking questions about your company and

see if Google finds it. That is your current state. If

you want to improve and achieve more success,

consider some testing on the Google AdWords

page. Focus on the multiple word searches or

long tail keywords that best define your compa-

ny’s products and services. Once you under-

stand the long tail keywords, use that informa-

tion to embed keywords in blogs, social media

posts and inside your web pages.

In the world of lead generation, referrals

and networking will continue to play a criti-

cal role, however the strategies that most

likely will become more important will relate

to SMO, SEO and other internet activities.

If you want to achieve greater lead genera-

tion in the future, you must create a strategy

in which SMO and SEO work together and

understand how to take advantage of the

new Hummingbird algorithm.

In a perfect world, every company would have a marketing person or marketing department. But for the vast majority of those companies selling print, there is no marketing depart-ment. You’re lucky if your marketing person focuses on lead

generation once or twice a year. If you’re like most successful salespeople, you take responsibility for your own lead generation.

no one knows for sure if either seo or sMo is more effective. Most believe it requires a combination of both to achieve a synergistic effect.

CANVAS P9

communicating by ryan t. SauErS

ryan t. saurs is president and owner of sauers Consulting strategies, and the author of “everyone is in sales.” the best-selling book can be ordered on amazon.com or at www.everyoneinsales.com. let’s talk: www.ryansauers.com.

Head versus Heart A look into how people make their buying decisions

In this column, I’ll focus on the Head versus

Heart group. A key component of this group is

how people take in information in the decision-

making process, which can occur consciously or

unconsciously. Every piece of data you collect

goes into a “decision-making filter.” There are

two distinct styles that most people use when

making a decision: their heads or their hearts.

The Head group consists of those who make

decisions in an objective and logical manner.

This group is comfortable with taking a step

back, detaching their emotions from a situa-

tion and making an objective decision. They

focus on facts and data, and logic tends to

make them seem distant or uncaring. They view

their surroundings – people included – objec-

tively and see the world as “black and white.”

The Head group makes decisions based on a

methodical and logical analysis of the situation.

In contrast, people in the Heart group place

more importance on the “people component”

of the decision. Their heart preference tends

to make them more personable, casual and

emotional. They have a difficult time separating

themselves from the actual problem because

they often interject their own feelings and

beliefs into the problem and become emotion-

ally involved. These individuals take criticism

personally and are sensitive. In an effort to seek

harmony, they worry about hurting another

person’s feelings and work hard to please others.

They tend to see a lot of “gray” in situations.

Let’s look at how you prefer to make a deci-

sion. In order to help you, I’ve listed some

questions for you to consider:

1. When an idea is presented, do you reflect on

how its implementation might impact others

or, simply, if the idea will work? (impact others

= heart, idea will work = head)

2. Are you more often described as a “warm”

person who’s easy to get to know or a

“distant” person who seems harder to

know? (warm = heart, distant = head)

A fter a brief break from reviewing the Adaptive Communications model, which appears in my book, “Everyone Is In Sales,”

we are back to cover the third part of the model. In previous columns, I categorized people into various segments:

Speak First-Think Later versus Think First-Speak Later (April 2013) and Big Picture versus Just-the-Facts (June 2013).

6. Ask the other people how they

“feel/think” about the situation

When learning adaptive communications,

it’s not only important to understand your own

styles, but also the preferences of those you

communicate with. Through such awareness,

you can adapt your communications as needed

to be most effective. What is your preference

– head or heart? How about your best friend?

Your boss? Your spouse?

I encourage you to take time to reflect on this

and, in turn, become a better communicator in

every aspect of life.

3. When someone asks you a “dumb/redundant” question, do you respond in a

tactful way or in a blunt manner? (tactful = heart, blunt = head)

4. Do you use a person’s name frequently or infrequently when talking to them?

(frequently = heart, infrequently = head).

5. Do you seek input from others when making a decision or do you prefer to

work alone using the facts you know to make a logical analysis? (input from

others = heart, logical analysis = head)

6. When working on a project, are the relationships you build along the way more

important to you, or, simply, completing the task? (relationships you build =

heart, completing the task = head)

Adaptive communications is real, powerful and incredibly effective in all parts of life.

Strategies for adapting your head style to a heart type include:

1. Before you speak, sort out your facts from your feelings and focus on the facts

2. Center your remarks on the actual situation and refrain from referencing

subjective criteria

3. Be clear and outline the issues in a way that leads the other party to make

an informed, objective decision

4. Do not ask them what they “feel or think” about the situation, stick to the facts

5. Be organized and logical in your comments

6. Avoid repeating or contradicting yourself

Strategies for adapting your head person to a heart type

1. Before you speak, realize the other people will take what you say personally

2. Praise the other people for their efforts/contributions

3. Recognize in your comments that there also are subjective ways to look at

things, but ask that they hear out the facts/data while you share your position

4. Avoid saying absolute expressions such as “this is the only answer”

5. Be cognizant of how the issues will impact people


markEting inSightScornEr oFFicE

Show me the collateral

Talk about throwing money out of the window. According to a new

study by Brainshark, one in three sales reps say they’re frustrated

by an inability to quickly locate sales materials to close deals. The

“State of the Sales Rep” survey shows that 28 percent say their

sales materials aren’t relevant to prospects; 41 percent say they only have

access to out-of-date materials; and 51 percent devote their time to modi-

fying existing materials.

So, how do you fix it?

According to the survey, 71 percent of sales reps say a closer alignment with

marketing might help. While 71 percent say they receive sales materials from

marketing, 42 percent admit that marketing “rarely” or “never” makes them part

of the collateral development process.

book reC

The Power of Habit: Why We Do What We Do in Life and Business

by Charles duhigg

Marketers at Procter

& Gamble spent

hours studying videos

of people making

their beds. They

were desperately

trying figure out how

to sell a new prod-

uct called Febreze,

which was on track to

be one of the biggest flops in company

history. Suddenly, one of them detected

a nearly imperceptible pattern. A slight

shift in advertising helped Febreze on

track to earn a billion dollars a year.

An untested CEO took over one

of the largest companies in America.

His first move was attacking a single

pattern among his employees – how

they approach worker safety. Alcoa

later became the top performer in

Dow Jones.

What do these examples have in

common? Award-winning New York Times

business reporter Charles Duhigg

says they achieved success by focus-

ing on the patterns that shape every

aspect of our lives. They succeeded by

transforming habits.

In “The Power of Habit,” Duhigg shows

us the key to becoming more productive,

building revolutionary companies and

social movements, and achieving success

is understanding how habits work.

If you’re looking to redefine your busi-

ness in the new year, this book is for you.

At the end of the day, marketers want to be where consumers are. If consumers

are spending an increasing amount of time on digital and particularly mobile, which is growing incredibly quickly, you’re going to start to see budgets shift in those directions.

– Carolyn Everson, VP of global marketing solutions for Facebook, on why marketing budgets may be shifting from digital advertising to social media on mobile

156The amount, in billions, that the data-driven marketing industry adds to the U.S. economy, fueling more than 675,000 jobs, according to the Direct Marketing Association’s “The Value of Data: Consequences for Insight, Innovation and Efficiency in the U.S. Economy” study. The report also shows that 70 percent of the value of data-driven marketing depends on the ability of companies to exchange data.

CANVAS P11

markEting inSightS

A mobile revolutionNew research shows mobile activities top desktop

So, is it really a mobile world? According to eMarketer’s “Time Spent on Mobile to Overtake Desktop” report, the

statement is closer to the truth than you know. The report says U.S. adults will spend nearly 44 percent of their

overall media time with digital this year, including nearly 20 percent on mobile, compared to 19.2 percent

on laptops and PCs. Here’s a look at the full lot of time spent per day for U.S. adults:

43.6 percent

Digital:19.4% (Mobile – nonvoice)

19.2% Online 5% Other

37.4 percent

TV

11.9 percent

Radio

4.5 percent

Print

2.8 percent

Other


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

Heidelberg and Fujifilm have joined

forces in a strategic digital printing

alliance focused on inkjet printing.

Described as a broad alliance aimed at

strengthening existing business

and establishing a platform for

future-oriented markets, the

manufacturers are targeting

the commercial and packaging

print markets.

Under the alliance, Heidelberg

gains access to Fujifilm’s market-

leading inkjet technology, while

Fujifilm will leverage Heidel-

berg’s strengths in engineering

and manufacturing. The two suppliers

plan to exploit synergies in each compa-

ny’s global network of customers, and

sales and support operations.

The alliance has a special focus on

bringing next generation products to

the attractive digital printing market,

giving both companies access to

advanced technologies Heidelberg

and Fujifilm have in the prepress area.

This is Heidelberg’s third major alli-

ance for digital printing. It teamed with

Kodak to develop the NexPress, which

launched at Drupa 2000. The joint

venture ended in 2004 when Heidel-

berg sold its stake and gave Kodak sole

ownership. In 2011, Heidelberg also

teamed up with Ricoh for production

printers in a partnership that is ongoing.

The big scoreR.R. Donnelley to acquire Consolidated Graphics

The BennyMaster Print Group lands highest honor in international print competition

The Benny. It is the printing services industry’s equivalent of the Oscar, and now the

Master Print Group has its second. The Master Print Group team was recognized

for its entry, “Camfil Farr Gold Series Product Catalog,” which took home the high-

est honor in the Product Catalog division of the “International 2013 Premier Print

Awards.” Master Print also won a 2011 Benny in the Product Catalog division with

a piece titled, Hair Dreams, for a client in Germany.

This year, more than 2,800 entries were submitted

in the industry’s largest and most prestigious world-

wide printing competition, hosted by Printing Indus-

tries of America. Only 84 pieces received a Benny,

which was given to the top entry in each category.

The Camfil Farr Gold Series Product Catalog

piece was defined by difficult folds, multiple cross-

overs, various types of coatings and scented ink,

a piece the Master Print team was honored to see

rewarded on an international level.

“Our team works very hard to give every project the same attention and care, which

results in a strong reputation for giving 110 percent day in and day out,” says Jon

Wilbanks, president of Master Print Group. “This award is proof of our dedication. It

takes this kind of dedication to succeed in today’s competitive marketplace. I would put

this team and our work up against anyone in the business with complete confidence

that we have what it takes to more than succeed on behalf of our clientele.”

Master Print Group is owned and operated by Jon Wilbanks and Susan Wilbanks Ishmael.

Two strongHeidelberg and Fujifilm form strategic partner-ship around inkjet

In a move that jumps to the forefront of the industry’s consolidation trend in 2013,

R.R. Donnelley & Sons Co. plans to buy printing company Consolidated Graphics

Inc., one of the largest commercial printing companies in North America, in a $620

million cash-and-stock deal that will expand its presence in the digital and commer-

cial printing market. Each company’s board of directors unanimously approved the

agreement, which is set to take place the first quarter of 2014.

R.R. Donnelley, a provider of printing and business process outsourcing

services, has more than 60,000 customers worldwide. Consolidated Graphics has

70 printing businesses in 26 states, Toronto, Prague and Japan.

The acquisition falls in line with moves that R.R. Donnelley has made to enhance

its digital offering, the most recent being the deal it struck in May to provide

eBook services to women’s books publisher Harlequin.

On the whole, industry observers say Consolidated Graphics is an ideal fit with

R.R. Donnelley. For example, Consolidated customers will be able to benefit from

R.R. Donnelley’s broad range of printing capabilities and combined geographic

footprint, as well as R.R. Donnelley’s planned adoption of Consolidated’s local

service model for its commercial printing group.

YouR NeWS HeRe »»

CANVAS P13

People moves

Vanguard Printing has named Rob Sternau its VP of sales

and marketing. Sternau, who previously had served as VP and

director of sales and marketing for Allied Printing in Manches-

ter, Conn., will be responsible for developing and overseeing

Vanguard’s sales and marketing organization, including the

direct and indirect sales programs and initiatives.

Web2Print experts has tabbed Jane

Mugford, former VP of technology and

operations of West Canadian Digital

Imaging, to lead its Print MIS tech-

nology-independent consulting busi-

ness. Mugford will lead the charge on

Web2Print Experts' plan to offer Print

MIS services to printers in the form of

access to expertise not tied to a technology sales process.

The Flesh Company has promoted

Randy Lewis to VP of manufacturing.

For the last 10 years, Lewis has served

as plant manager of Flesh’s Parsons,

Kan.-production facility.

The Flesh Company provides print

services in areas such as variable

barcode image printing, integrated

cards and labels, label/form combinations, custom label

products, full-service bindery and a variety of promotional

printing applications, including 100 percent “green” printing.

Two Sides uS has added Eric Hawkinson, director of market-

ing in the production print solutions division of Canon Solu-

tions America, a wholly-owned subsidiary of Canon U.S.A.

Inc., to its board of directors. Two Sides is a non-profit initia-

tive by companies from the Graphic Communication Value

Chain, including forestry, pulp, paper, inks and chemicals,

pre-press, press, finishing, publishing, printing, equipment

manufacturers, envelopes and postal operators.

SGiA (Specialty Graphics imaging Association) has named

Pete Gallo of Vista Color imaging as its 2014 board chair.

Other newcomers to the board include Tim Markley, presi-

dent, Markley enterprise, as first vice chairman; Hoddy

Peck, executive VP, Meisel, as second vice chairman; and

Rich Thompson, owner, Ad Graphics inc., third vice chair.

Mohawk has added team members to help bolster two new

divisions it created to support its fine paper and emerging

digital business. Members in the Fine Paper division will

report to divisional President Kevin Richard, while the digi-

tal team will report to divisional President Paul Biesiadecki.

New district manages in the Fine Paper division include:

Norman Charette, New England; Christine Schaaf, Chicago;

Brian Sagula, Mid Atlantic; Marc Zitron, Southeast (Louisiana,

Mississippi and Florida); Trent Graham, Southeast (Kentucky,

Arkansas, Tennessee, Alabama and Georgia); Kevin Koetz,

Midwest. Mohawk’s new digital specialists are Catherine

Radoncic, Mid Atlantic, and Mary Kay Dupont, New England.

Mergers & AcquisitionsPrinting and marketing services firm Creative Graphics of

Prior Lake inc., has acquired the assets of B2B inc., a market-

ing and advertising agency in St. Paul, Minn. It is the sixth

acquisition in the last 10 years for Creative Graphics, which

was founded in 1992 by Mark Schmidtbauer. B2B Inc., founded

in 2004 by Joe Hendershot, specializes in marketing strategy

and online marketing services. Hendershot will help Creative

Graphics expand its offerings to include more online strate-

gies and tactics. In addition, the acquisition will enable Creative

Graphics to promote a new service aimed at small businesses

called Marketing Mentor, which helps business owners plan,

implement and manage their marketing activities.

Des Moines, Iowa-based Mittera Group has acquired

Wisconsin Web offset (WWo), a commercial web print-

ing and finishing services company in Brookfield, Wis. WWO

has more than 45 years of experience printing retail circulars,

catalogs, digests and coupon books. The Mittera Group is a

group of media companies that offers communications across

a variety of channels. The acquisition will broaden Mittera’s

geographic reach and service offerings. Combined annual

sales will be about $95 million for the merged company,

which now will have 650 employees in eight locations.

eFi™, a world leader in customer-focused digital printing inno-

vation, has acquired Metrix Software, an Edmonds, Wash.-

based automated print planning and imposition technology

company. Under the terms of the agreement, the Metrix team

has joined EFI, including CEO and founder Rohan Holt, who now

is director of EFI Metrix products. EFI will continue its develop-

ment and customer support activities for all of Metrix’s software

products. In addition, Metrix’s technology offering will expand

to serve as an integrated positioning module for EFI’s Pace™

MIS product. In time, Metrix’s technology also will be integrated

with EFI’s other MIS and ERP workflow offerings. EFI plans on

continuing Metrix’s existing reseller and channel arrangements.

Jane Mugford

Randy Lewis


dEvElopmEntS in print

product Spotlight

Augmented realityYour groundbreaking effective interactive envelope is here

A s you know, digital technology is seamlessly

making its mark as a powerful complement to

traditional print and direct mail pieces. Case and

point: augmented reality and the Western States 2014

Calendar envelope.

While its name has mysterious sci-fi

overtones, this new digital technol-

ogy can truly change the way your

customers reach their target audi-

ences. Augmented reality allows

two-dimensional mediums such as

print brochures, envelopes or labels

to come to life in a real-world envi-

ronment. Print collateral elements are

augmented by computer-generated

sensory input like sound, video and

graphics. Using free apps like Junaio,

it’s simple to bridge the gap between digital and direct mail,

and measure results.

Want to see augmented reality in action? Request a copy

of Western States’ free 2014 calendar (http://www.wsel.com/

augmented-reality-envelope), which will introduce you to

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your free calendar arrives, watch

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Want more ideas? Visit our “Under

the Flap” blog at www.wsel.com/blog/c.

Book of OneWorkflow solution changes the shape of book industry

A ttention all printers and book publishers experi-

encing challenges on the production end – Canon

Solutions America has your solution. Canon’s “Book

of One” Océ PRISMAproduction® software extension is an

on-demand publishing tool that offers a workflow solution

for both continuous feed and cutsheet products.

Book of One was created to remove inefficiencies and save

customers money while expanding their opportunities.

“We understand that no two book manufacturing facili-

ties are the same and this allows our customers the ability to

become more flexible in their offerings,” says A.E. “Buddy”

Mountcastle III, marketing executive, Production Print Solu-

tions division of Canon Solutions America, a wholly-owned

subsidiary of Canon U.S.A. Inc.

Book of One automates digital book production through

a highly efficient batch, barcode and scanning process. Jobs

are grouped based on parameters that improve process

efficiency, including trim size, media, imposition, finishing

(perfect or saddle stitched) and page count.

Key features include Book of One’s ability to impose multiple

titles on a single sheet or web width, even when those titles are

being manufactured in different form factors. Another impor-

tant advantage for profitable and automated manufacturing

of short run books includes the Print File Enhancer capabil-

ity, which allows operators to enhance

and/or modify PDF files. This function

enables placement of barcodes for

tracking page count, marrying covers

with book blocks, and the ability to

insert pages or shift contents to allow

for gutters and other factors.

In addition, Book of One enables book manufacturers to prof-

itably address the higher volume of shorter runs that will continue

to be a hallmark of book printing for the foreseeable future.

On the customer support side, Canon’s team of professional

services specialists is available to provide assistance from inte-

gration of installed solution components and connecting hard-

ware and software to the client’s network, to full integration and

migration services that simplify the implementation process.

book of one was created to remove inefficiencies and save customers money while expanding their opportunities.

Education & Networking Events: April 23–26 • Trade Show: April 24–26Orange County Convention Center, south building • Orlando, FLorida

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P16 CANVAS OcTObER 2013

How to think like your favorite store and sell moreby linda bishop

CANVAS P17

Do you have a favorite store? Is it a brick and

mortar establishment or an online retailer?

Why do you prefer it? How often does the

merchandise change? What does the staff do

right? If there is a problem, how do they resolve it?

Without knocking, bob enters susan’s office and plops down in the chair.

Bob: “I need a pep talk. It seems like all I’ve been doing lately is grinding it out. I love my clients, but lately I feel like I need to do something different with them – something fresh to get myself reenergized.”

Susan: “I know exactly what you mean. Last year, I lost my biggest client. Do you remember when that happened?”

Bob: “I sure do. I felt bad for you, because losing that customer was completely out of your control.”

Susan: “That’s right. They were bought out by a bigger company. Within weeks, all the purchasing operations had moved to another state. If I wanted to quickly replace the lost business, I had to react fast.”

Bob: “So, how did you recover?”

Susan: “I learned how to grow my existing accounts in a new way.”

susan picks up a small wooden picture frame sitting on the corner of her desk and hands it to bob. the frame features a picture of a one hundred dollar bill with two words written beneath it: “buyers shop.”

Bob: “How did this reenergize your sales approach?”

Susan: “Last year, my best friend landed a new job managing a specialty store at the mall. When she told me about the job, she mentioned her advertising plans, merchandising ideas and staff training. She wanted to turn every first-time customer into repeat business. She wanted to keep them for life. We discussed why customers shop more and the importance of saying ‘thank you.’”

Bob: “I get it. When you think like a retailer, you look at your customers’ shopping experience from a completely different perspective.”

Susan: “A smarter perspective. Once I recognized I didn’t just sell printing – that I also create a shopping experience – it reenergized my approach.”

Bob: “That’s exactly what I need to do.”


Walk this way

A recent Forbes story – “The Elements

of a Great Shopping Experience” –

featured a Wharton research study

that identified five major areas that

contribute to a great shopping experi-

ence. The areas included:

1. Engaging customers by behaving

politely, being genuinely caring

and listening to needs

2. Executional excellence, including

product knowledge

3. A positive brand experience

4. Expediting shopping experiences

and being sensitive to customers’

time constraints

5. Problem recovery to ensure

complete satisfaction

Salespeople have a lot in common

with their favorite retailer. Both face tough competitors, word-of-mouth advertis-

ing helps them grow and excellent customer service increases their opportunities

for repeat business. The article spelled out specific ways to reenergize your selling

by using retail strategies.

Improve your merchandising strategyThe term “merchandising” means displaying goods and services so that they

are attractive to customers. Effective merchandising accomplishes three

important goals:

1. Customers enjoy shopping because the presentation of products and services

is visually stimulating

2. You stand out when compared to competitors

3. Buyers are enticed to purchase

You can take advantage of merchandising opportunities in many areas:

• Improve your LinkedIn page – Get a better photo. Edit the copy to sharpen

your benefits. Post interesting news there. Do a better job of selling yourself.

• Do a better job of showcasing project samples – Include a handwritten thank

you note or create your own bag stuffers with inspirational quotes.

• Play to win – When big opportunities arise, be sure your proposal is built to impress.

When clients have a positive experience with everyone at your company, they enjoy the buying experience more, which makes them more likely to spend more.

A customer meeting is a wonderful opportunity to display your wares. Think about

what to bring and how to exhibit with panache. What would get the customer

excited? Adding more fun to a client meeting is a smart way to differentiate your-

self and helps you earn return invitations. You can entertain while you educate

with ideas such as:

• Including a candy bar with a sample for a “sweet” deal

• Picking up inexpensive spa gift baskets and letting clients know they can relax

with you as a partner

• Wrapping up a collection of new samples and presenting them as if they were a gift

Focus on customer serviceGreat customer service for our industry and the retail world focuses on seven

crucial areas:

1. Making a great first impression

2. Positive interactions with customers

3. Identifying customer needs

4. Recommending appropriate solutions

5. Making customers feel valued

6. Maintaining ongoing relationships

7. Handling problems when they arise

You and your customer service rep operate as a team. When clients have

a positive experience with everyone at your company, they enjoy the buying

experience more, which makes them more likely to spend more.

Maybe you have the best customer service representative (CSR) on the planet

and every customer loves him – congratulations.

a customer meeting is a wonderful opportunity to display your wares. think about what to bring and how to exhibit with panache.


“ What really decides consumers to buy or not to buy is the content of your advertising, not its form.”

– Advertising legend David Ogilvy

Walk this way

But if you think your CSR could

be friendlier or isn’t doing enough

to make your customers feel valued,

take him to lunch and talk. Share your

vision for a superior service experi-

ence. Find out what his challenges

are and what can be improved. Some

areas can be addressed quickly, while

others take time.

And whenever you can, introduce

your CSR to important customers. If

a service lapse occurs, buyers are far

more likely to forgive and forget when

they know and like the support staff at

your company.

Turn first-time customers into repeat businessWhen customers make a first-time purchase, retailers work harder to persuade

buyers to return. Onboarding strategies may include coupons or special offers,

asking your customers if they want to sign up for an email newsletter or if they

would like to participate in a survey.

While the coupon offer probably doesn’t fit, there are many other ways to entice

first-time buyers to become regular customers, including:

• Onboard the customer by sending a thank you letter signed by you and your boss

• After the project is complete, schedule a follow-up meeting to survey the

customer and be sure they are 100 percent satisfied

• “Advertise” other ways you can be of service by communicating regularly after the sale

If you identify any problems or issues, address them. Great retailers and great

salespeople work hard to have customers who are 100 percent satisfied.

Advertise moreRetailers advertise to keep customers returning and buying more. You’re probably

not going to convince your company to run ads on the radio or TV, but there are

three simple ways to tell the world about the products and services you sell:

• Make announcements through social media like LinkedIn and Twitter

• Create your own monthly direct mail campaign by regularly mailing clients

samples from recent projects

• Use email blasts to share useful information with buyers

If you don’t have an art degree or lack copywriting skills, take a tip from advertis-

ing legend David Ogilvy, who said, “What really decides consumers to buy or not to

buy is the content of your advertising, not its form.” Focus on what your customers

care about and they’ll pay attention.

Every salesperson would like to spend more time talking directly with his

customers. But he’s busy and it’s not always easy to get a face-to-face meeting.

Finding ways to share information with a mass audience increases your selling

efforts and keeps you top-of-mind.

Great retailers always are seeking ways to keep good customers for life. They

spend endless amounts of energy waging war against their competitors. Their No.

1 priority is showing good customers they are valued. Why not make that yours?

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].

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truthThenaked

CANVAS P23

truthH

ow many times during the day do you delete, discard, click through, change channels, fast forward or otherwise avoid being interrupted by advertising? Conversely, you go out of your

way to read bad reviews about products or services you regularly use or consider buying.

More brands are becoming more exposed, more susceptible to

scrutiny and held more accountable for what lies beneath the cloak

of marketing drivel. Catchy jingles seldom influence buying deci-

sions these days. Instead, consumers are shopping armed with apps

like GoodGuide that reveal in seconds where 145,000-plus prod-

ucts and companies rank according to health, environmental and

social performance.

In the award-winning documentary film, “The Naked Brand,”

producer and marketing innovator Jeff Rosenblum sells the story of advertising’s emerging revolution.

Rosenblum says that search, social, mobile and ad avoidance technologies have disrupted this industry. The

notion of building a brand through interruptive messaging is antiquated.

Do you dare be exposed?

by lorrie bryan


The naked truth

“Consumers have too much infor-

mation at their fingertips,” he says.

“Traditional tools for influence no

longer work as well as they once

did. The advertising industry is filled

with some of the smartest and most

creative people in the world. The

brands that are producing incredible

results are simply taking that exper-

tise and pointing it inward at their

own behavior rather than outward at

messaging. Great brands are created

by starting with a platform that

improves people’s lives.”

Beneath the cloak of marketing drivelWhat does this mean for B2B companies in

the print industry? It means things are chang-

ing and that it’s no longer enough to have a

great message. Today, you must have a great

product. You must be able to not only withstand scrutiny but

transform the increased exposure into opportunity by actually being

better. “The way corporations interact with their customers is changing

completely,” Rosenblum says. “It will be more transparent and authentic,

and consequently, corporations will be challenged to be better. This has serious

implications for B2B companies, too.”

As an example, Rosenblum cites HubSpot, whose founding vision literally is to

address the fact that the entire marketing game has changed. “They make it their

No. 1 responsibility to help marketers succeed in the midst of this transformation.

Rather than focusing on particular issues within the marketing process, they make

sure their clients are doing it the right way from the beginning. There’s no point

in telling a story if no one is listening. HubSpot helps people market successfully

within the revolution.”

Rosenblum says the main thing print industry leaders can do is focus on

telling a clear, effective story. “People are sick of manipulation – they want

facts and clarity and good products. The action item is to first look inward

and stand for something bigger than the rudimentary characteristics

of a product. You need to champion creativity, athleticism, the

environment, happiness, inner beauty or even something as

mundane as frictionless commerce.”

Barefoot marketingJT Hroncich, managing director at Capitol Media Solu-

tions, one of Inc. 500’s fastest growing companies in

“ great brands are created by starting with a platform that improves people’s lives.”

– Digital marketing innovator and documentary producer Jeff Rosenblum

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The naked truth

America, believes there are sustain-

able financial benefits as well as good

feelings that come from being better

and making the planet better. “From

a business perspective, there can

be financial benefits from creating a

brand whose good works draw loyal,

repeat customers that are true advo-

cates for not only product but for

what purchasing that product means

for the world.”

As a reference, Hroncich cites TOMS

Shoes, a company famous for giving

a pair of shoes to a needy child for

every pair of shoes they sell. “They

use their profits to not only build their

business, but to improve and build

better communities. Giving away half

your inventory may seem to take away

from the business, but it’s actually

quite sustainable.”

To date, TOMS has given away

more than 10 million pairs of their

signature shoes and millions of

dollars for additional programs to

help children in need. Hroncich

says they have succeeded largely

because this initiative distinguishes

them as more than just another

shoe company. “And we continue

to see more companies creating

departments dedicated to giving back, so it looks as though this model is

here to stay, and that is truly a wonderful thing.”

What is good?The making-the-world-better element of “The Naked Brand” model can be

complex. Dr. Koert Van Ittersum, professor of marketing and consumer well-being

at the University of Groningen in the Netherlands, believes there is some ambigu-

ity about what actually is good for the planet and whether your target market is

willing to pay the costs.

Take Georgia Pacific’s endeavor to create better paper plates using less

paper. The company has spent millions to create a stronger paper plate that

required less paper, but consumers were reluctant to buy it.

But as Van Ittersum says, negatively correlated attributes must be consid-

ered. “If the cost to produce a product doubles because of higher environ-

mental standards, there could be trouble,” Van Ittersum says. “We want

cheap goods, but we don’t like the way workers are treated in Bangladesh;

McDonald’s serves unhealthy food, but they help families through the Ronald

McDonald House; Chobani makes a healthy yogurt, but they produce enor-

mous waste in the process; the Prius is a wonderful car that gets great gas

mileage, but the battery may pose an environmental hazard…and so on.”

While determining what’s ultimately best for the planet may prove challenging,

Van Ittersum says one of the easiest decisions companies can make is to invest in

great customer service. “Be what you say you are, do what you say you do and be

above scrutiny.”

For example, Van Ittersum says that Zappos, the premier online shoe and

“ We continue to see more companies creating departments dedicated to giving back, so it looks as though this model is here to stay, and that is truly a wonderful thing.”

– JT Hroncich, Managing Director, Capitol Media Solutions

clothing retailer, doesn’t give away truckloads of shoes to the needy like TOMS,

but their founder decided early on to focus on great customer service rather than

advertising. They invested in a culture that emphasizes exceptional customer

service, and today sales exceed $1 billion annually.

No looking backThe first, and possibly most impor-

tant, step is your decision. “You just

have to decide to be better,” Rosen-

blum says. “Make the decision now,

and don’t look back. There is a

distinction between predicting the

future of business and dictating.

[Under Armour founder] Kevin Plank

says in the documentary, ‘The best

merchants are the ones who dictate

the future; not the ones who predict

it.’ And that starts with deciding. We can’t sit around and simply notice the

revolution. Let’s get up now and do it.”

Being naked and exposed isn’t easy. But the layers are being peeled off one

way or another, and companies may as well be comfortable with what they see in

the mirror. Says Rosenblum: “Be clear. Be honest. Do the best work you can and

create better products. Once we do that, we can move the world forward.”

“ be what you say you are, do what you say you do and be above scrutiny.”

– Dr. Koert Van Ittersum, Professor of Marketing, University of Groningen


CANVAS P29

While there are varying opinions on just what economic landscape you

should expect to see in 2014, the one defining notion is that you best

be prepared. Crystal ball or no crystal ball, printers will continue to

survive by giving their customers new ways and reasons to use print.

The experts believe that market share will continue to be redistributed from companies that print, to companies that put

print to work for their clients. These are the companies that integrate print into programs that help clients communicate more

effectively and efficiently with their clients.

As for 2014 as a whole, it may end up mirroring 2013, as recovery from the Great Recession will continue to be painfully slow

and maddeningly inconsistent. The National Association for Printing Leadership (NAPL) projects that the printing services

industry’s total sales (all sources) will grow a modest 1-3 percent. It grew 0.5

percent-1 percent in 2013.

“Although far better than the free-fall we were seeing, that still leaves us

20 percent below pre-Great Recession sales levels,” says Andy Paparozzi,

chief economist for NAPL. “Moreover, stiff competition will continue to pres-

sure prices and margins. Despite record consolidation, our industry is getting

more competitive, not less competitive, as the internet and digitization break

down boundaries, letting everyone into everyone else’s business.”

CANVAS asked three of the industry’s leading printing services forecasters

what printers can do to thrive in 2014.

Following are their insights:

How to succeed in

2014 and other things you

should knowby Michael J. Pallerino


Playing to Win

So, what do you do when the overall busi-

ness environment in 2014 is expected

to look a lot like 2013? I would say that

every printer should resolve to hear

the voice of their best customers more clearly and to

make their best customers (and prospects) smarter.

No voice is more important to our business than the

voice of our best customers.

There are several ways you hear that voice more clearly, including:

• Meeting more frequently with clients at the owner-to-owner level

• Embracing consultative selling and team/subject matter expert selling

• Hanging out physically where our clients hang out: attending their trade

shows and industry events, joining their trade associations, etc.

• Hanging out virtually where our clients hang out: Facebook, LinkedIn,

Twitter, a particular group, forum, listserv, etc.

• Using competitive-analysis tools to measure how you compare to the

competition in your clients’ eyes

As the owner of a very successful

commercial printing company told

NAPL, “We must never let customers

perceive us as focusing on meeting

our goals instead of theirs.” And we

must never assume that we know our

customers’ goals – instead, we verify

by hearing their voices more clearly.

Making customers smarter is impor-

tant because we’re in a shrinking-

margin-for-error world. And in a world

like that, your customers are looking

for experts that get it right the first

time. Effective client/prospect educa-

tion is one of the best ways to be revered as that expert.

Your website, blogs and e-newsletters should make your customers smarter. Do

you offer instructional seminars and webinars? Do you have a YouTube channel

of your team answering frequently asked questions and discussing how they’ve

helped clients solve problems? Are you creating video customer testimonials that

you can post to your website and YouTube channel?

As Michael Schrage, research fellow at MIT Sloan School’s Center for Digital

Business, reminds us, “turning customers into bargain hunters … doesn’t neces-

sarily make them smarter; it teaches them to pay more attention to the price they

pay than to the value they get.”

And we all know where that leads.

Making customers smarter is important because we’re in a shrinking-margin-for-error world. and in a world like that, your customers are looking for experts that get it right the first time.

NAPL (national association for printing leadership)

Andrew D. PaparozziChief Economist


Playing to Win

As I review the market landscape

for 2014, some themes reoccur.

Even with an improving economy,

print service providers are in a very

competitive market – one where they are fighting

every day for a share of their customers’ wallets. Elec-

tronic alternatives to print are a continued threat to

those with a print-only focus.

In addition, industry consolidation continues, with some small- and mid-size

service providers going out of business, while acquisitions and mergers continue

at all levels. Every service provider seeks to become more efficient, often with

web-driven job submission and other tools that automate design, production

and delivery. Many general commercial printers are broadening their services to

include capabilities such as multi-channel marketing, data analytics, wide format

printing, labels and packaging, 3D printing and fulfillment.

In 2014, the strategies are pretty

straightforward. Printers must iden-

tify their workflow bottlenecks and fix

them. For many print service provid-

ers, the biggest bottleneck is in finish-

ing. Consider how job ticket informa-

tion can be transmitted electronically

so that job set-up can proceed auto-

matically in the bindery.

In addition, it will be important to

increase your software spending. Soft-

ware investment levels among most

print service providers are appallingly

low. Investments in print MIS, web-to-

print or workflow software can help

automate processes across all parts of your business.

In some ways, you could define 2014 as the year of the team. Work to cross-train

your employees. One of the rarely acknowledged benefits of production digital

print is that one operator can handle multiple tasks. I’ve heard managers refer to

workers as “three-tool” employees because they can run two digital printers and

a finisher. (This is comparable to being a “five-tool” baseball player – one who can

run fast, throw and field well, and hit for singles and extra bases.) Make sure your

employees are encouraged to learn to operate multiple devices.

Finally, make sure you know what your customers want. The best way is to have

direct conversations or conduct customer satisfaction surveys. Find out what

you’re doing right, what you need to improve and why your customers may need

to go elsewhere for services you don’t provide today.

in 2014, the strategies are pretty straightforward. Printers must identify their workflow bottlenecks and fix them.

InfoTrends

Jim HamiltonGroup Director

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.


Playing to Win

From some of the data that I have

been piecing together, 2014 will

be a very interesting year for

printers. Many have picked up the

slack of their weaker competitors and are seeing

increases in business by doing that. One of the

themes that will play out more next year is that the

time mutually satisfactory consolidation is over.

The market has just changed so much. The value

of generic printing-only companies has dropped

considerably.

One of the success stories is a

company like that of Jonathan Buding-

ton at Global Printing. By starting an

agency-like business, Global Think-

ing, he enters into the strategic imple-

mentation of his prospects’ overall

communication plans. Rather than

facing the print demand abyss several

years ago, his multi-channel strate-

gic model has expanded his busi-

ness into new high-reward services

and increased his print volume at the

same time. You can’t just change your

business card and claim that you’re a

marketing services provider – the change has to be at the very core assumptions

of your business purpose.

All printers love print, and that infectious desire has to be targeted into offering

communicators new ways and reasons to use print. Most of those reasons have

little to do with print as a medium at all, but more to do with how a total commu-

nications strategy helps clients meet their objectives. If a printer cannot demon-

strate how marketing services or any strategy has helped them achieve increased

sales and new clients, how can they rightfully claim expertise when trying to sell

those services to prospects?

“ all printers love print, and that infectious desire has to be targeted into offering communicators new ways and reasons to use print.”

WhatTheyThink’s Economics & Research Center

Dr. Joe WebbDirector


So, you want to make a deal?Inside the mind of today’s negotiating buyer

by brian sullivan

As I began

to question the

key decision-maker

for the meeting, I

quickly learned that

this wasn’t a seminar

for salespeople or

business owners – it

was for buyers and

purchasing agents.

In other words, the

audience would be

the very people you

face everyday.

I had a large

company call

me recently to

inquire about

conducting a nego-

tiation skills semi-

nar for its national

meeting. This is

one of my favorite

sessions because if

the skills are used, it

frequently leads to

higher sales margins

and quicker deals.

Don't let your business get lost in the daily barrage.

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So, you want to make a deal?

While they often may be hard to find, the best long-term partners are the ones

that fully understand your needs.

So I had a decision to make. Do I share the same secrets I share with you? That

would only give these buyers and purchasing agents more ammunition to use

against you. But then it hit me. Suddenly, I felt like the Grinch did when he discov-

ered the true meaning of Christmas.

My discovery was that sales isn’t about winning, stealing higher margins and

dominating the greedy buyer. It is way more than that. It is about putting two

people in a room who are seeking more than winning a short-term deal. It is about

teaching salespeople and buyers how to respect each other, care for each other,

be honest with each other, and seek ways to develop long-term friendships and

partnerships that can make both look good.

After my warm and fuzzy revelation, I started to prepare for my seminar. My

objective was to teach buyers how to find the best long-term partners and weed

out those unworthy of their business. In the process, I planned to teach them how

to get as much as possible out of you. And sure, I must warn them that the best

salespeople will not be bullied, just as the best buyers won’t be bullied.

In the end, I believe the best negotiators with the best long-term intentions

should win, but only slightly more than the other party. In short, it should be the

classic win/win situation.

So get ready, here are five buyer negotiation tips (plus a bonus) that can help

you become a winner.

BonuS TipBe smart – If a prepared salesperson has a great attitude, delivers five-star service, is smart and confident, and is a high-level

communicator, he’ll walk if the opportunity arises. He knows he’s good and he understands there are more than enough nice

prospects to build a long-term relationship with.

Tip no. 4 – Ask the right personA great salesperson that comes prepared and has the

answers you need is extremely valuable. Because of this, he

usually has the authority to make “selling” decisions, which

means you’re negotiating with the right person. But when he

says he must get approval, he often is saying he either lacks

the knowledge or skill to get the deal done, or the confi-

dence to negotiate. In this case, ask to be introduced to the

person who can help find you the answers.

Tip no. 5 – Be willing to walkThere are many companies that want your business. And

while they often may be hard to find, the best long-term

partners are those that fully understand your needs. Remem-

ber, acquisition price is only one part of the equation. The

cheapest price often comes with the worst service.

Tip no. 1 – prepareMake a list of what’s important to you

regarding suppliers, and then do your

homework to find companies that match

your wants. Call at least three people to

get feedback about that supplier. If the

prices are listed on the website, write

them down. While the lowest price isn’t

always the best option, it’s the only

thing to consider when all suppliers

look, sound, act and smell the same.

Tip no. 2 – Aim lowThink about what would be a great deal

for you. Don’t ever make the first offer

because there is a chance an unconfi-

dent salesperson will assume all you

care about is price. As a result, he’ll

often slash margins without you having

to do anything. And don’t accept the

first offer. Again, an unconfident sales-

person looking to make the sale often

will lower his price even more.

Tip no. 3 – Always ask for something

There is a better than 90 percent

chance that you’ll get more than you

originally bargained for if you just ask.

And don’t stop there. If you get a “no,”

ask five times. If after five times the

salesperson doesn’t budge, chances

are he has gone as far as he can.

CANVAS P39

Your sales negotiation takeawayNow that you know what’s in the minds of

your prospects and current customers, use the

information to better prepare for and perform

your negotiations. If you know your prospects are

going to start low, make your demands high, go

over your head and possibly walk, what do you do?

The answer is simple. Prepare, aim high, always ask

for more, get to the

right decision-makers

and be willing to walk.

You’ll find better long-

term customers, higher

margins and some

extra money to put in

your wallet.

sales coach and business consultant brian sullivan, CsP, is the author of “20 days to the toP– how the PreCise selling Formula Will

Make You Your Company’s top sales Performer in 20 days or less.” sign up for his free weekly motivation and sales tips by visiting

www.preciseselling.com.


intErviEw with Jim colliSonFinal thought

EofA’s Jim Collison on leading in the new landscape

Jim Collison was just 7 years old when he began selling the Minneap-

olis Star on the streets of Blue Earth, Minn. Entrepreneurialism was

in his blood. Following stints as a foreman and sports editor, he went

on to create his own newspaper and job printing business. For the

last 30 years, Collison has served as president of Employers of America Inc.

(EofA), a national organization dedicated to providing strategies that help

businesses cut costs, make money and harvest employee ideas. He also has

fashioned himself as an expert on leadership, authoring four books and a

bimonthly e-letter, IdeaPower@Work.

On what every executive should know about leadership…Great leadership is great coaching. Great lead-

ers encourage a culture that invites others to

take on responsibilities, a culture that opens up

opportunities for people to achieve. They give

team members freedom to achieve and they

reward their achievements.

process. Don’t focus on the mistakes they make.

Instead, seek opportunities to show apprecia-

tion for taking on responsibilities, for doing jobs

well and for making good decisions.

On how to influence your employees…As a leader, it’s pretty simple: Identify and

recognize opportunities, and encourage,

expect and insist on good work getting

done. Be a coach rather than a boss. It’s

about setting the tone with your team.

Preach respect, honesty, appreciation and

patience. Treat people like you want to be

treated. If you expect them to get their

jobs done right and on time, do the same.

If you expect them to treat your custom-

ers and each other with respect, do the

same. Your employees will quickly find out

if you’re not authentic.

On the importance of being yourself…When I started my first newspaper years

ago, I was in my early 20s. I was the boss.

Being the boss was all I had experienced in

nearly every job I had up until then. It was

the norm in just about every workplace. By

the time I started Employers of America

and started building my team, I knew if I

wanted to succeed, I had to encourage –

and expect – my team to succeed. One of

the ways I encouraged success was to give

my team as much freedom as possible to

get their jobs done.

Jim Collison

great leadership is great coaching. great leaders encourage a culture that invites others to take on responsibilities.

On the most critical element of leading…The most critical responsibility you have is to

assure the best people are hired. But more

than just having the best people on board,

it’s more important to be sure the best

people are in the right jobs. That will cut your

leadership stress in half.

On shaking that “old school” leader mentality…Next, start delegating responsibilities, including

decision-making. Stop issuing orders. Involve

your team members in the decision-making

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Canvas Magazine | The Naked Truth | December 2013