Issuu on Google+

Empowering Marketing Service providers

May 2012

H posi ow to ti com on your p bran any’s d a mo for re inte g app rated ro mar ach to ketin g

The l a Tot e g a k c a P

Shorter e r a s e v r The Cu stalgic o N g n i Wax spect o r P g n i Nurtur unities Opport


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Being successful means you must create and sell integrated marketing campaigns to your clients, even if it means sharing revenues with service providers outside of your company.

Publisher mark potter


Marketing Manager

Publisher’s Thoughts

brandon clark MANAGING EDITOR


michael j. pallerino

Marketing Insights

ART DIRECTOR brent cashman

Editorial board

May 2012

The Curves are Shorter


Best of Canvas Notes Waxing Nostalgic

chris petro GlobalSoft


tom moe Daily Printing

How to position your company’s brand for a more integrated approach to marketing

dean petrulakis Rider Dickerson


david bennett Bennett Graphics

In this highly paced, ultra-competitive business landscape we operate in, getting your name in front of new clients is easy – right?

The Total Package

Nurturing Prospect Opportunities

tony narducci O’Neil Printing CANVAS, Volume 4, Issue 3. Published bi-monthly, copyright 2012 CANVAS, All rights reserved, 2180 Satellite Blvd., Suite 400, Duluth, GA 30097. Please note: The acceptance of advertising or products mentioned by contributing authors does not constitute endorsement by the publisher. Publisher cannot accept responsibility for the correctness of an opinion expressed by contributing authors.


Publisher’s thoughts

The Curves are Shorter


n 1990, I was immersed in writing my senior thesis, which I needed to graduate. A friend of mine, whose family was a bit well off, loaned me her word processor so I could meet my deadline. I’m proud to say I graduated. But looking back, I can’t stop thinking about that word processor. It was several hundred dollars, as big as a TV, and allowed me to type words on a screen,

which I then could print off unto a desktop printer. Only the wealthy could own one of those things, I thought. Flash forward to 1995. I’m sitting in my flat in San Francisco working on my new Packard Bell desktop computer. I was pretty excited. It was my first computer. One day, my roommate urged me to try this new thing called the internet. So I loaded a program called Prodigy, dialed up with that annoying connection noise, and waited. And waited. And waited. The pages just wouldn’t load. “This internet thing is the worst,” I told him. “It’s never going to last. Nobody is going

If you plan on being relevant for the foreseeable future, you must realize that change comes quickly and products are not sustainable.

to have patience with this thing.” Besides, I was a paper salesman. Paper ruled.

The May issue of CANVAS Digital includes two great articles supporting the concept that the curves are shorter. Ron Strauss’ article, “The Total Package,” focuses on your ability to become the complete solution for your customers. Your ability to connect with them beyond your product is the greatest competi-

tive advantage you can create. It also will allow you to endure constant change and product innovation.

Five years later, not only was I running the market-

In our second article, “Nurturing Prospect Op-

ing program for a dotcom, but the topic of my grad-

portunities,” Dave Kahle further embodies the

uate school thesis ended up being on e-commerce.

idea of going deeper with your clients.

In 10 years, I went from typing on an archaic word

So, I guess time really does fly by when you’re

processor, to questioning the merits of the internet,

having fun. And as it passes, we sometimes wish

to having e-commerce become part of who I am.

it would just slow down. I’m sure we all get a

Today, I’m publishing electronic content and

bit nostalgic for the good old days. But as the

launching apps for mobile devices that dominate

lifecycle curves get shorter, our experiences in-

our world.

crease and we get smarter. As time brings new

I’m not bragging about my journey. I just want to demonstrate how short today’s lifecycle curves

opportunities, our CANVAS readers will be well equipped to embrace them.

are. Heck, I can’t even remember what life was like before my iPad – and I’ve had it for six months.

So for now, enjoy the ride.

If you plan on being relevant for the foreseeable future, you must realize that change comes quickly,

Warmest regards,

and products are not sustainable. Not only will you need to work feverishly to stay ahead of change, but you’ll have to develop deep-rooted trust with your clients.


CANVAS May 2012

Mark Potter, Publisher


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marketing insights


The percent of small business owners who say social media is driving their growth, according to Newtek Business Services’ “SB Authority Market Sentiment Survey.” In addition, 55 percent of business owners say Facebook and Twitter are significant engines of growth, while 58 percent use these tools to communicate with existing customers.

Give me my media – all of it

Television. Video. The internet. Smartphones. The radio. No matter where you turn, you have media – lots of it. According to a report by eMarketer, U.S. adults spent more than 11 hours on media content during an average day in 2011. The report – “Time Spent with Media: Consumer Behavior in the Age of Multitasking” – shows adults spent approximately 4.5 hours with television and video, nearly three hours online, 1.5 hours listening to the radio, an hour on their mobile devices, nearly a half hour reading the newspaper and 18 minutes sifting through magazines.

Going social


That’s what he said... The ultimate success of [Twitter] will depend on the ability for small businesses to see strong benefit from it. It’s probably not worth much to get a few more followers. But it’s another thing if they can see a measurable sales lift or increases in store traffic around specific promotions. – Malcolm Faulds, senior VP of marketing at BzzAgent, on how Twitter is trying to woo smaller businesses with a dedicated version of the “promoted” advertising that it offers to larger brands

It’s a trust thing

When it comes to making a purchasing decision, whom do you trust? According to Nielsen’s

Just where does social media fit into the marketing

“Global Trust in Advertising” report, 97 percent

equation? According to a report by research compa-

of consumers around the world consider word-of-

ny Advertiser Perceptions, 59 percent of U.S. market-

mouth recommendations and reviews from family

ers and agencies plan to increase their social media

and friends the most trusted sources of informa-

display ad spending over the next 12 months. The

tion. Online consumer reviews are the second

report – “Advertiser Intelligence Reports Wave 16”

most trusted form of advertising, with 70 percent

– also shows that 31 percent are planning increases

of global consumers surveyed saying they trust

in their campaigns on ad networks or exchanges, 29

this platform. Among the more marketer-driven

percent would boost content marketing, and 24 per-

sources, 58 percent of global online consumers

cent will increase spending on demand-side plat-

trust information they find on a company web-

forms. The survey also says social media advertising

site, while 50 percent trust emails they sign up to

would make up about 27 percent of digital budgets

receive. Also of note, one-third of global respon-

over the next 12 months, compared with 22 percent

dents trust video or banner display ads on mobile

in the previous 12 months. No other digital category

devices such as tablets or smartphones, while

is expected to see in-budget share gains over the

29 percent say they trust mobile phone text ads.

next 12 months, according to the study.

For more information, visit

CANVAS May 2012

marketing insights

That’s what Now you see it, now you … he said … You can buy fans, but true fans are the ones who want to follow you someplace. – Grant Whitmore, Hearst Magazines’ new VP of digital, on the media company’s plan to increase social media and e-commerce activities by 300 percent in 2012

You might find this hard to believe, but according to comScore’s ad-visibility rating technology, nearly one-third of ad impressions on the top 500 websites are in places where users can’t actually see them. The study shows that only 69 percent of ads were in view. By comScore’s definition, to be in view, a user must see 50 percent of an ad’s pixels for at least 1 second. The rest of the Web is even worse. On sites out of the top 500, four in 10 ads are in places where site users cannot see them. The larger the website, the greater the percentage of in-view display ads.

Is internet advertising winning? There was a time when local print advertising was the way to go. But those days may be dwindling. According to a recent report by Borrell Associates, local web advertising will pass local print advertising in 2013. If the digital growth spurt continues – online spending was up 21 percent in 2011 – internet advertising may be able to declare victory. The report – “Budgeting for 2012: Local Online Advertising Forecasts and Key Growth Opportunities” – shows that legacy local media companies still control 92 percent of all advertising, including half of all locally spent online advertising. The numbers: the average newspaper website made nearly $2.2 million in 2011; the average TV station made $858,000; while cable systems, the upstart on the playing field, averaged $674,000 per market. Radio clusters lost market share, averaging $445,000 in website revenues in 2011.

Read all about it

The percent of all news stories during the first quarter of 2012 that mentioned Twitter, according to a recent study by Highbeam Research. That’s an increase of nearly 5 percent from all of 2011. The report also shows that Facebook was mentioned in about 41 percent of news stories in the first quarter, while LinkedIn was cited in about 2 percent.


CANVAS May 2012

The demise of the local newspaper as an information source has been greatly exaggerated – really. According to a recent report from Frank N. Magid Associates for the Newspaper Association of America (NAA), in an average week, 74 percent of all internet users rely on local newspaper content – in digital or print format. The report – the “2012 NAA Study” – also shows that 54 percent of internet users are using more than one platform to access newspaper content, while 66 percent act on digital ads. Similarly, 61 percent of tablet users say they act on newspaper tablet ads, while 59 percent of smartphone users act on ads viewed on their mobile devices. Click here to go to the study.

c i g l a t s o N g n i Wax

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. et b u s y s, Regard

r e t t o P k Mar

st Warme Foll


CANVAS May 2012

@ ma ow m e


ot ter

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How posi to tion your com pany bran ’s d fo a mo r re inte app grated roac h to mar ketin g


Total Packag

P10 CANVAS May 2012


By Ron Strauss


et’s start off by making sure we have a shared understanding of what “integrated


communications” is, and

offer more insight into why this strategy is important to you. According to the American Marketing Association (AMA), integrated marketing communications is “a planning process designed to assure that all brand contacts received by a customer or prospect for your product, service or organization are relevant to that person and consistent over time.” Brand contacts are methods used to communicate to a target audience. This includes mass marketing methods (television, radio, magazines, phone books, inserts and other “traditional” mass market media), as well as one-to-one marketing methods (direct marketing via brochures, reports, catalogs, 2D and 3D mailers, letterheads and business cards, forms, etc., and internet marketing.) This definition also implies that these “brand contacts” are well coordinated, so they can reinforce each other, and the sum effect is greater than the parts. Of course, you and your clients probably only use some of these “brand contacts.” And that’s fine, as long as the brand contacts you use are coordinated in terms of timing and message. So, if that’s the definition of “integrated marketing communications,” what’s “integrated marketing?”


The Total Package

To understand and define what your mission should be, look at your customers and their downstream customers.

Well, that’s where you also coordinate public relations, personal sell-

describe a big opportunity for enlightened printers and their customers.

ing and sales promotions activities

Consider this: According to a study by information ser-

with your marketing communications

vice firm Experian, using its Mosaic TrueTouch consumer

contacts, so you can really achieve

classification tool, 15 to 24 year olds are highly receptive

maximum impact and results.

to direct mail, and are the most likely demographic to

There are countless examples of

purchase goods and services at retail after

major marketing communications campaigns without



having done research online.


Nigel Wilson, managing


director of Experian’s mar-

of public relations to an-

keting information services

nounce the campaign, the

unit, said, “At first glance,

call center and fulfillment

it might be surprising that

center to coordinate lead

in the age of digital in-

follow-up and qualifica-

teraction, young people

tion, and the sales orga-

are so receptive to a tra-

nization to make sure that

ditional channel like direct

qualified leads are followed-

mail but, in reality, advances

up in a timely manner. Each

in marketing technologies have

example – which includes a lack of integration – is simply an indicator




this channel.”

of money and resources wasted. In

For example, some brands now include 2D discount

today’s economy, no one can afford

barcodes (includes QR codes) in their messages that can

to waste resources.

be scanned using compatible mobile phones. Geo-location helps consumers easily find out where they can

Not only wasted resources, but lost opportunity

buy. In a world where everyone is too busy and time con-

Lack of an integrated approach to

There are related opportunities in helping your

your marketing efforts not only

clients to integrate social media, website, search

wastes resources; it also ignores

engine optimization, database management, fulfillment

some new and surprising trends that

and training.

P12 CANVAS May 2012

strained, this has high perceived value.

Here’s some more surprising information that counters

So while still using print, boomers

“conventional wisdom”: Baby boomers (defined as those

also are using new media. If they are,

born between 1946 and1964) represent 77 million con-

shouldn’t we?

sumers, with 7,200 people turning 65 each day.

In the near future, being successful

According to an analysis of U.S. Bureau of Labor Sta-

means you must create and sell inte-

tistics data conducted by The Boomer Project for USA

grated marketing campaigns to your

Today, “…spending by the 116 million U.S. consumers

clients, even if it means sharing rev-

age 50 and older was $2.9 trillion last year – up a whop-

enues with service providers outside

ping 45 percent in the last 10 years. Meanwhile, the 182

of your company. A piece of the pie

million people younger than age 50 spent $3.3 trillion

is better than no pie at all.

last year – up just 6 percent in the same decade.”

So, now that you more fully appreci-

The Consumer Expenditure Survey from the Bureau of

ate the role and value of IM and IMC

Labor Statistics reported that last year, consumers age

to your firm and to your customers’

50 and older, spent $87 billion on cars, compared with

customers, how do you position your-

$70 billion by those younger than 50. In this example,

self to be invited to this party? Since

boomers not only spend more, they buy more new cars

you already are in business, this really

and spend more on the cars they choose.

is about re-positioning your company.

And according to data from Forrester Research, baby boomers spend more on technology than other demo-


graphics, shelling out an average of $850 for their latest

Your competitive set – who you com-

home computer, $50 more than any other group.

pete with – is defined by geography,

The Total Package

Lack of an integrated approach to your marketing efforts not only wastes resources; it also ignores some new and surprising trends that describe a big opportunity for enlightened printers and their customers.

products/services offered, types of

The question is, can you migrate from your current po-

customers served, and, most impor-

sition to your desired position? Can you successfully re-

tantly, your mission/vision.

position your brand?

Your mission defines what business

IBM provides a wonderful example of re-position-

you are in and why people pay you.

ing. But whenever I mention IBM, people ask me,

You can describe your mission as:

“How can you use IBM as an example? They’re a huge

“We provide quality printed prod-

successful company with incredible resources in a

ucts,” which is not very unique. All

growing industry.”

printers provide fine printed prod-

Precisely. If a company as large, complex and wide-

ucts. But if that’s how customers in

spread as IBM can do this, a smaller, more nimble com-

your served market know you, then

pany should certainly be able to. It’s not a question of

that’s your current position. And,

resources; it’s a question of will and vision.

that’s what your brand is known for. It’s not very distinctive or different.

IBM started out in business more than 100 years ago. They started with cheese slicers, tabulators and

To understand and define

time clocks. So, it’s easy to see that

what your mission should

IBM has not let itself be defined by

be, look at your customers

the products they build, but rather by

and their downstream cus-

their values. Several years ago they

tomers. What do they need?

did a “value jam” to get feedback

In today’s world, they may

from their employees and other key

need someone who can

stakeholders on what they thought

help them integrate commu-

IBM’s values are or should be.

nications, so as to improve

Based on that feedback, IBM defined

the effectiveness of their

its mission as: “At IBM, we strive to lead

marketing expenditures.

in the invention, development and man-

Perhaps that should be

ufacture of the industry’s most advanced

your new “mission.” If so,

information technologies, including

after you’ve communicated

computer systems, software, storage

it to your served market, it

systems and microelectronics. We trans-

then becomes your “posi-

late these advanced technologies into

tion.” Successfully done, this

value for our customers through our pro-

means you’ve re-positioned

fessional solutions, services and consult-

your brand.

ing businesses worldwide.”

P14 CANVAS May 2012

IBM summed up that wordy mission with this tag line:

We’ll explore how you can define,

“Building a Smarter Planet.” This meant applying their

and, if need be, modify your culture

knowledge of technology to improve how problems are

in our next article, “How to change

solved and how new opportunities are created. When

your internal culture from Print Ser-

you carefully examine IBM’s mission, you’ll see that it

vice Provider (PSP) to Marketing Ser-

describes a company that integrates information tech-

vice Provider (MSP).”

nologies for its customers, so as to create value-added

In the interim, ask and answer the

outcomes. They do in technology what printers can do in

previous questions, and we’ll show

marketing using integrated marketing communications,

you how to use this information

so as to create value-added outcomes.

to create value for you and your

• What are your company’s values?

served customers.

• How do they create value? • What’s your mission? • How do you express your mission? • What are the implications for your IMC and your brand? Ron Strauss is founder and senior executive officer of Brandzone LLC, an Atlanta-based brandguidance firm. He also is co-author of “Value Creation: The Power of Brand Equity.” Strauss works with CEOs and their staffs in deploying the unique power of brands to motivate employees, suppliers, customers and other network partners to create meaning and purpose for all, sustainable competitive advantage, and economic value-added outcomes.

P16 CANVAS May 2012

By Dave Kahle

In this highly paced, ultra-competitive business landscape we operate in, getting your name in front of new clients is easy – right?


ou’ve made a call or two to a prospect,

do during the day, and if his email

qualified him, and gave him a “high” rat-

box isn’t flooded with emails.

ing on your potential client list. The prob-

If you don’t adhere to this strategy

lem is that this prospective client doesn’t

(your emails are impersonal; they don’t

have an opportunity for you at the mo-

have value; he gets too many emails),

ment. Sure, he has lots of potential, but it’s all down the

your correspondences will fall on deaf

road a bit. That’s just want you want to hear, right?

ears, so to speak. Even worse, he may

You have a new challenge now. You must maintain contact

block you from his inbox.

with him, so that when he’s ready to do business, you still

Is a series of auto-responder mes-

have the opportunity to step in and “do work.” The last thing

sages really giving that “personal” touch

you want to do is lose the opportunity when it presents itself.

you need to win over a new client?

So, let’s consider all of your communications options.

Let’s try the other side of the spec-

First, you can generate a regular series of emails. Place

trum. Instead of taking that “highly

them in an auto-responder, select a series of messages,

efficient, but mostly ineffective”

and then hit “go.” Simple enough. Your prospective cli-

approach, try this “effective, but

ent will get your messages based on the frequency you

highly inefficient” strategy. Make

determine. This is a very efficient solution. Once you get

plans to visit him every two weeks.

the auto-responder set up, you’re a click or two away from establishing a working dialog.

That’s a great idea if you don’t have anything better to do, he has

Will it work? Sure, if you personalize the messages and

way too much time on his hands and

deliver something of value with each correspondence.

enjoys the “pop in” visit, and you

Just remember – he has to see value in each and every

have something relevant to discuss

message. It also wouldn’t hurt if he doesn’t have a lot to

every time you drop by.


Nurturing Prospect Opportunities

Let’s face it – that’s probably not going to work either.

Be real – If you can mix in a few personal emails and an occasional visit, you’ll have a multi-media stream of touches that

So, now what do you do?

delivers something of value to your prospective customer.

Let me toss this idea out to you.

It’s important to keep your name in front of him by demon-

How about that powerful, but for-

strating your ability to bring solutions to his business.

gotten medium called SNAIL MAIL? That’s right. This may actually be your

Be persistent and he will come

best approach. Here’s how.

One of the challenges in the situation is that you can’t force your company to the top of another company’s

Create a series of ‘case studies’ or ‘success stories’

to-do list. Like a child in a mother’s womb, it will

These are one-page descrip-

your prospect, so that when it’s time for him to act,

tions of what you have done to

you’ll be on the short list of people he will contact.

come when its ready. Your job is to keep your name and your company’s capabilities in front of

help other customers. You can show how you solved a similar problem or one that was close enough to serve as an example of what you can do. In the description, describe the customer, the problem and what you did to solve it. Try to

You can be the greatest, most entertaining and attractive company in the world, but if your client doesn’t believe your company can deliver a value-added solution; it doesn’t matter.

get a quote from a company executive that will sing your praises. Add a visual

That means you must begin to nurture a personal relationship now.

(think company logo, photograph of

But remember, a personal relationship can only take you

the building or people shots). Here’s an

so far. It’s important that you add a growing knowledge of

example you can use (www.davekahle.

your company’s capabilities to this personal relationship. You


can be the greatest, most entertaining and attractive company in the world, but if your client doesn’t believe your com-

Tell your story – Send one of these

pany can deliver a value-added solution; it doesn’t matter.

“success stories” on a regular basis to

Your “success story” approach solves both of these prob-

your prospect. Include a sticky note on

lems. The personal note adds a one-on-one touch and deliv-

each one you send with a handwritten

ers a “feel good about you” impact. The detailed case study

message. Make it personal, i.e., men-

demonstrates your company’s capabilities. Mix in a handful

tion his name and yours, handwrite

of these with a few personalized emails, a couple of phone

the address on the envelope, and use

conversations, and an occasional live visit, and you’ll have a

a stamp (not a postage machine).

system that will keep your company top of mind for months.

About the Author Dave Kahle has trained tens of thousands of distributor and B2B sales people and sales managers to be more effective in the 21st Century economy. He has authored nine books, and presented in 47 states and eight countries. Sign up for his weekly Ezine. For a limited time, you can purchase his latest book, “How to Sell Anything to Anyone Anytime,” and receive $534 in FREE bonuses.

P18 CANVAS May 2012


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Canvas Magazine | The Total Package