Empowering Marketing Service providers
H posi ow to ti com on your p bran anyâ€™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
brandon clark MANAGING EDITOR
michael j. pallerino
ART DIRECTOR brent cashman
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.
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-
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,
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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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.
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 www.nielsen.com.
CANVAS May 2012
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.
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. et b u s y s, Regard
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CANVAS May 2012
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How posi to tion your com pany bran â€™s d fo a mo r re inte app grated roac h to mar ketin g
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
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
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-
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
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
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-
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?
• 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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