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Business Innovation Tips for Printers Cash Flow Survival in S
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Publisher mark potter > email@example.com
marketing manager brandon clark > firstname.lastname@example.org
“As a business leader, you are concerned that you’re going to be netflixed.”
kayla rowan > email@example.com
MANAGING EDITOR lorrie bryan
– Saul Kaplan, chief catalyst at the Business Innovation Factory
linda bishop, paul castain, howie fenton, john foley, jr., mike pallerino, ryan sauers, brian sullivan
Editorial board keith bax Research Data chris petro GlobalSoft tom moe Daily Printing dean petrulakis Rider Dickerson david bennett Bennett Graphics tony narducci O’Neil Printing
Of Mice and Men
Telepress CEO Darren Loken Installed as New NAPL Chairman Nigel Worme Becomes Association Vice Chairman, Niels Winther Elected Secretary/Treasurer
Publisher’s Thoughts P4
5 Tips for Standing Out From the Competition P5
Are You Dancing The Cold Calling “Two Step”? P6
The Corner Office Tech Corner: Adding Value and Inkjet Printing Dominant at GRAPH EXPO 2011 Print in the Mix Fast Facts: Customers Say They Prefer Direct Mail and Email Marketing CMO Council
@TheCANVASMag http://www.linkedin.com/ groups?gid=1797952 CANVAS magazine for more information: 678.473.6131, 2180 Satellite Blvd., Suite 400, Duluth, Georgia 30097 CANVAS, Volume 5, Issue 4. copyright 2011 CANVAS, All rights reserved. CANVAS is published bi-monthly for $39.00 per year by Conduit, Inc., 2180 Satellite Blvd., Suite 400, Duluth, Georgia 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, Georgia 30097. Please note: The acceptance of advertising or products mentioned by contributing authors does not constitute endorsement by the publisher. Publisher cannot accept responsibility for the correctness of an opinion expressed by contributing authors. CANVAS magazine is dedicated to environmentally and socially responsible operations. We are proud to print this magazine on Sappi Opus® Dull Cover 80lb/216gsm and Opus Dull Text 80lb/118gsm, an industry leading environmentally responsible paper. Opus contains 10% post consumer waste and FSC chain of custody certification.
Master Print Group Awarded “The Benny” in International Print Competition WINBROOK ACQUIRES MAGICOMM LLC Innovators join forces to bring clients comprehensive integrated marketing communication solutions that reduce costs and boost revenues
Product Spotlight FUJIFILM Digital Inkjet J Press 720 Double Thick Impact Cards Sappi’s Printers of the Year Online Resource
Marketing Insights Facebook Brand Fans More Likely to Recommend, Buy Products
New Envelope Yields Tear-ific™ Results - Western States
Communicating Which way to go?
The 50th Law
Out of the Box Packaging & the Environment
Business Innovation Tips for Printers
Why Decision Making Skills are Critical to Success
You can market your company, push your sales team and generate sales. But can you manage your money? See why some call this the ‘missing link’ when it comes to running a successful company. Here’s why you must understand how to do it now.
The Formula for Stealing Customers from Your Biggest Competitor
Innovate or Die – Don’t be Netflixed The Tao of Cash Flow
Survival in Sales
Give More to Get More
Of Mice and Men
Uncertainty abounds. All bets are off. A world that was dependent on the latest product innovation is on the decline. Innovation will come from the creative class and in the form of business models. And as we embark
on a new era, I promise you that innovation can only be born out of an in-depth understanding of a market. Iâ€™ve thought a lot about what will happen with the economy over the next few years. I am willing to
guess that I am not alone. I have met countless people looking for answers and I have come to a conclusion. The future is what we make it. Last month, I attended Graph Expo and was pleasantly surprised. Not only did the attendance
increase from last year, but the caliber of people was of the highest quality. I had the feeling that the people there were engaged in a different way than in the past. They were there to explore new ideas and not just research the latest technology. We tend to think that innovators are the ones who come up with dazzling new technologies. A closer look, however, suggests that innovation usually comes by thinking of new ways to help clients. Being an innovator has more to do with creating value than building some new mouse trap. In fact, what good is a mousetrap if there are no mice?
Our industry has experienced a disruption of great significance. So, what will help us turn the corner? My guess is that guts and a commitment to become truly market based will play major roles. In other words, the ability to stand for others and let go of an antiquated product based strategy will create opportunities. But, donâ€™t take my word for it. Read our cover article, Innovate or Die, and get the perspective from some true business innovators. Our goal at Canvas has always been to create a new level of thinking that will spur innovation. Our industry has experienced a disruption of great significance. This kind of change is not a call for concern and worry. It is a call to innovate. It is a call to be better and think more strategically than you ever have. And strategic thinking starts with the market. Enjoy the October edition of Canvas, take a peek at our new site, www.thecanvasmag.com and see how we are trying to innovate ourselves. Our new resource guide, MSP, is just the next step in aiding our transformation and inspiring innovation. Enjoy and all the best,
Mark Potter Publisher
CANVAS October 2011
Meet the game-changer. The world makeready champion, ROLAND 700 DirectDrive For zero-time plate changes, nothing out-performs the ROLAND 700 DirectDrive press. With directly driven plate cylinders, all plates can be changed simultaneously and easily during the same time the impression and blanket cylinders are being washed. For even more speed, QuickChange modules allow you to automatically pre-select all makeready steps, and print length correction on-the-fly allows you to correct while the press is in operation. The ROLAND 700 DirectDriveâ€™s speed, quality, and efficiency make it the bridge between offset and digital for short-run printing. Truly, changing the game.
Mobile media 5 Tips for Standing Out From The Competition
John P. Foley, Jr. is the CEO and CMO of Grow Socially
By John Foley
When you take the plunge into transforming your business, you owe it to yourself to give it your all. The transformation to a marketing services provider is not always easy. There have been a lot of printers who have started going down the path, but then changed course when things did not go as smoothly as they may have hoped.
(www.growsocially.com). For more information call
In chapter 5 of my book, Business Transformation: A New Path to Profit for the Printing Industry,
John at 800-948-0113 or e-mail
I have outlined five simple steps to help you successfully make the transformation into a
him at firstname.lastname@example.org.
marketing services provider.
As time goes on, you will need to offer more services. You cannot exist on providing personalized URLs alone or QR Codes for that matter. 1. Stay well-read and educated.
3. Be aggressive.
There is a lot of material out there. New technologies are
Once you have made the transformation, your natural ambition
constantly being rolled out. The world of marketing is being
has to take over. Always be actively thinking about how you can
changed every day by mobile platforms, social networks, and
further your business. Constantly find ways to attract new clients.
more – look at how quickly the tablet is changing our daily
Be determined to continually find new ways to impress customers
activities! While you may not think new technology will have an
with your service. With your entire staff on board, the transforma-
impact on your business, it’s worth it to at least have a handle
tion will certainly go a lot smoother.
on these things. For example, your customers will perhaps think of you as more than a printer when they start discussing
4. Be prepared.
those channels and technologies with you. Being able to have a
I mention in the book that “you need to prepare for the day
knowledgeable conversation across a variety of marketing and
when you truly become a one-stop marketing services shop.”
technological topics with your customers will bring benefits.
In order for this to happen, you need to be prepared. As time goes on, you will need to offer more services. You cannot exist
2. Be forward-thinking.
on providing personalized URLs alone or QR Codes for that
It’s one thing to read about the latest trends. It’s another to apply
matter. In a sense, you are preparing for a necessary expansion.
what you learn. You should constantly be thinking about how to incorporate new findings into your business. When consuming new
5. “Walk the talk.”
information, aggressively take notes. Mark down what you think is
You need to be willing to bring your very best Sales skills to get
interesting or potentially useful. Mark down topics that you do not
clients on board with your new venture. Promising quality service
understand! Having an open mind can lead to the spark of innova-
and helpful products is part of the game, but you need to make
tion that will lead your company to greater success.
sure that your service and products really are as good as you say. Also, you should be able to prove that the marketing channels you are selling have worked for you and your company. Not only will that help you to sell your expanded services, but it should also make it easier for your staff to implement them for clients.
CANVAS October 2011
A c t i o n
Are You Dancing The Cold Calling “Two Step”?
By Paul Castain
I have noticed a bit of a trend lately – after leaving a voicemail for a prospect, an immediate email is then sent referencing the previous call. That might just irritate the prospect in more ways than one. But the question is… Why?
Paul Castain is the vice
I’ve spoken with sales people about this and I’m told the feeling is that execs don’t check
president of Jedi Mastery
their voicemail. Truthfully, this isn’t always the case. And just to satisfy my inner wise guy .
at Castain Training Systems.
. . if you truly believe that, why not skip the phone call altogether and just send the email?
Paul’s career spans more than
Other sales professionals tell me that this is part of being “persistent” and executives dig
25 years, during which he
persistence. Is it possible, that just maybe, we could be confusing persistence with being a pain
has trained more than 3,000
in the neck?
sales and sales leadership professionals.
Antidote For Annoying Stop thinking just in terms of the cold calling “two step”. In addition think time phase and multiple touches.
You might have the greatest solution to a prospect’s biggest challenge. If you serve it up with a side order of “pest”, everybody loses and you get sent into the wonderful world of “delete”. Truth be told, I love the idea of changing it up and contacting a prospect via email after a phone attempt. I even like the idea of a call, then mailing something or reaching out on LinkedIn etc. That’s smart! Everyone has his or her preferred avenue of communication and we should never limit ourselves by only embracing one.
Just give your messaging a chance to breathe! Please don’t take this as an invitation not to have urgency – just take notice when you might need to “take it down a notch”. You might have the greatest solution to a prospect’s biggest challenge. If you serve it up with a side order of “pest”, everybody loses and you get sent into the wonderful world of “delete”.
Co Th Of rn e fic er e
Adding Value and Inkjet Printing Dominant at GRAPH EXPO 2011 By Howie Fenton, NAPL Senior Consultant
hen you go to GRAPH EXPO, you see and
Production Inkjet System. It prints 500 ft. per minute,
hear what is going on the industry, both the
or 2,180 pages per minute in the tandem engine
opportunities and the issues. Between pre-
configuration. Xerox says it is the “world’s only high-
and post-show events this year, I spent a
speed waterless inkjet device” because it is based
total of six days on the road and came away
on the Tektronix solid ink, phase-change technology
with three key messages: • Inkjet production technology continues to evolve • The need to build more value-added services is increasing in importance
that you may remember from the old days, when you loaded wax sticks into a desktop printer. A group of 18 analysts drove 4.5 hours down to the beta site in Mt. Pleas-
ant, Iowa, to learn how the technology lue a v is offering more marketing services has matured. We had the chance to ore d m talk to dmh Marketing Partner CTO ing sse During various presentations at this year’s Randy Seberg, who has been the Add s discu at the a e w show, many of our NAPL staff members talked champion of this project for nine her the w y r about our most recent research, published in months. We learned quickly ve rom nars f e , NAPL’s Strategic Perspective 2011 report, which that Randy is quite passionate how t semi d s included the issue of declining profitability. Our about the new press as we an lan research panel was very clear about the profitabildebated inkjet issues. in-p e IMPA hics. h p t a ity squeeze that is occurring as manufacturing costs A major motivation for to nt Gr a go up and pricing pressure remains intact. dmh to test the press was its ability to -pl n I This further emphasizes the importance of streamuse standard offset papers. The CiPress does • The one strategy that everyone is talking about,
lining your workflow and adding more value-added
not require paper with special coating (mean-
services, which are not as dependent on raw materials.
ing it costs less to operate) and allows dmh to
Adding more value was discussed everywhere at the show,
standardize its paper stock across its toner print-
from the in-plant seminars to the IMPA and In-plant Graphics. It was
ers and offset presses. The other reason dmh
often described in slightly different words, such as how the in-plant
chose Xerox was that it wanted a true partner-
facilities are struggling to remain relevant and increase their value.
ship, in which changes and improvements could
The prevalence of presentations on adding marketing services
be made, and Randy felt that Xerox was the only
was nearly inescapable. You could not walk for more than 10 minutes
company that offered that.
in any direction on the show floor without hearing a presentation
The technology has evolved significantly; the
from interlinkONE, MindFire, or one of the many digital press manu-
press lays down only about half the amount of
facturers discussing social, mobile, or cross media marketing.
ink then the Tektronix, the ink does not rub off,
Not to be left out, in my two GRAPH EXPO 2011 presentations
and even though the ink is heated to 240º and
I also outlined a step-by-step strategy to transition from printing
the paper to 100º, there was none of that old
services to marketing services. If you’re interested in a copy of the
Tektronix melting smell. Most importantly, it has
handout, simply email me at email@example.com and write in the
monitors and auto correcting controls that result
subject line “PSP to MSP handout.”
in uniform image quality, and the pages are not wavy or curling, so they can go through the bind-
Xerox Introduces New Inkjet Press
ery effortlessly. Despite the length of the trip,
At the show, Xerox exhibited its newest entry into the inkjet produc-
the analysts agreed that it was an interesting and
tion press competition, which the company calls the CiPress 500
Howie Fenton is a Senior Consultant with The National Association for Printing Leadership (NAPL), focusing on new technology opportunities, production issues, and helping companies sell more value-added digital services. For more information call (800) 642-6275, Ext. 6328, or email firstname.lastname@example.org.
CANVAS October 2011
Learn more at gobizhubPRESS.com/print
INNOVATION MEETS RELIABILITY MEETS
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©2011 KONICA MINOLTA BUSINESS SOLUTIONS, U.S.A., INC. All rights reserved. Reproduction in whole or in part without written permission is prohibited. Konica Minolta is a trademark of KONICA MINOLTA HOLDINGS, INC. bizhub is a registered trademark of KONICA MINOLTA BUSINESS TECHNOLOGIES, INC.
Co Th Of rn e fic er e
Print in the Mix Fast Facts For additional information go to www.printinthemix.com.
Customers Say They Prefer Direct Mail and Email Marketing (http://printinthemix.com/Fastfacts/Show/473) According to a study of consumersâ€™ use of technology and preferences for how brands communicate with them:
Three in four people
Email is similarly popu-
Newer types of
Just 4% of customers
Consumers are using
(71%) welcome receiv-
lar among existing
marketing were not so
approve of contact
technology to control
ing direct mail from
customers, â€“ 78% say
popular: Less than one
through social media;
organizations they are
they willingly accept
in 10 (9%) of existing
Just 6% of prospects
with brands and
already customers of.
this form of contact;
customers feel that
would be happy to
filter out unwanted
the figure dropped to
receiving marketing text
receive marketing via
57% of those surveyed
52% for prospective
messages is appropri-
feel direct mail contact
ate; Just 4% feel it is
was appropriate for
acceptable for market-
ers to contact prospective customers via SMS.
CMO Council As of August 2011, marketers were spending an average of 7.1% of their marketing budgets on social media and planned to increase that to 10.1% in the next 12 months. Total US advertising expenditures in the first six months of 2011 increased 3.2% from a year ago and finished the period at $71.5
Within five years, marketers expect social media to account for
billion, according to data released in September 2011 by Kantar Media. Spending growth eased slightly during the second quarter and was up 2.8% compared to last year. Internet media accounted for more
of marketing budgets.
than one-half of the dollar gain in total ad expenditures during the first six months of the year (see more about digital advertising at MarketingVox). Within the internet media category, display spending jumped 12.9% and search investments rose 8.6%, as Kantar analysis indicates each benefited from a surge of money from the travel, local service and insurance categories.
CANVAS October 2011
Tango Advantage ®
STURDIER PAPER DRIVES SALES Paper selection matters. It’s true. Research shows that consumers prefer promotional items printed on sturdier cover stock. It conveys a higher level of quality. And it can actually increase purchase intent for the advertised product – your client’s product.* Tango Advantage is 80% sturdier at the same weight. Tango 12 pt/100# is more than 80% sturdier than competitive 100# coated covers – without adding a pound of weight!** So how do you deliver greater value to your customers to keep them coming back to you? By making them aware that by simply switching to Tango they can enhance their brand image and their sales results. Need proof? Visit tangoadvantage.com/canvas and get a free demonstration kit so you can feel the difference for yourself – and then demonstrate the difference for your customers. Tango Advantage C1S Cover Tango Advantage C2S Cover Tango Advantage Digital C1S Cover Tango Advantage Digital C2S Cover Tango Blanks C1S
*Source: MWV proprietary research, April 2010. Reflects 18% from total sample group that said the strength and sturdiness of their preferred unmarked sample (Tango Advantage) would Definitely or Probably impact their likelihood to purchase the product advertised. Advertised lift could be higher or lower depending on the category advertised.
**Sturdiness based on comparison of cross direction Taber stiffness testing of Tango Advantage 12 pt/100# cover vs. competitive 100# covers. ©2011 MeadWestvaco Corporation. All rights reserved worldwide.
Co Th Of rn e fic er e
Facebook Brand Fans More Likely to Recommend, Buy Products (http://www.marketingprofs.com/charts/2011/5953/facebook-brand-fans-more-likely-to-recommend-buy-products)
Nearly six in ten (56%) Facebook users who
PERCENTAGE OF FANS LIKELY TO recommend brand to friends, after becoming fans
“like” brands on the social networking site
Yes, for many brands
say they are more likely to recommend a brand to friends after becoming a fan,
Yes, for a few brands
compared with one-third (36%) of brand
fans who say they’re not likely to do so, according to a study by Constant Contact
Buying Behaviors of Fans More than one-half of brand fans say they’re more likely to buy products for many of the brands (16%) or a few of the brands (35%)
and Chadwick Martin Bailey.
PERCENTAGE OF FANS LIKELY TO BUY FROM BRAND, AFTER BECOMING FANS
Yes, for many brands
they “like” on Facebook, compared with
Yes, for a few brands
41% who say they’re not likely to do so. Interestingly, brand fans age 50+ are more likely than adults overall to buy more prod-
ucts for at least a few brands (44% vs. 35%).
Reasons for “Liking” Brands Most (58%) brand fans say they “like” a
TOP FIVE REASONS FOR FANNING BRANDS ON FACEBOOK
brand on the social site because they are
Gain Access to exclusive content
a customer and nearly an equal proportion (57%) become a fan to receive discounts
I am a customer of the company
and promos. Exclusivity is key for many people: 31% of brand fans “like” brands to gain access to exclusive content, while 31% do so to be the first to receive information about the brand. Other key findings: • Only 15% of brand fans say they have “unliked” a brand, whereas 76% have
To be the first to know information about the brand
never done so with fans under age 35 the most likely to “unlike” a brand, according to the study.
• 78% of people who “like” brands on Facebook “like” fewer than 10 brands with roughly 33% liking 1-2 brands.
To show others that I like/support this brand Source: Constant Contact and Chadwick Martin Bailey
P10 CANVAS October 2011
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Like razor-sharp text and graphics at up to 65 or 75 ppm, customer-replaceable
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Ricoh’s Business Booster Program gives you the tools and advice you need to
help turn your print shop into a profitable marketing communications company.
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Co Th Of rn e fic er e
Which way to go? I
By Ryan T. Sauers
t seems that everyone I speak to in the printing/graphic communications industry is facing the same concerns, questions and fears. Here are some of the questions I hear.
How do we increase our sales? How do we keep from cutting our prices? What do we make of the post office and internet and how will they affect our future? What is social media all about and what does it mean to us? Should we focus on what we do best or diversify? What is it that we do best? What type of staff do we need to meet the needs of today’s buyers? How do we differentiate ourselves? How do we communicate our message in this rapidly moving world? How do we bring about change or even know if we need to?
I have heard such questions many times and truly understand.
changes to occur? Who is going to hold you/it
It is tough to navigate through times of great uncertainty and
accountable? Without support from people and
change. However, this is a leadership column and I want to provide
systems – such changes will not occur. At best,
you with some concepts to consider. Tough times call for creative,
they will begin and then “fizzle out” as common
well planned, and confident strategies. Such questions, as the ones
thinking is such that “long range” stuff is not a
above, can be addressed through three components known as
pressing priority. Your focus instead is on (short-
assessment, challenge and support.
term) stuff such as: broken machines, slow paying
First, your current situation must be assessed. A number of “how
clients, and employee/ customer issues etc. My
and what” questions are listed above and should be considered in
belief is that both the short and long term play key
your assessment. So, reflect on where you are as an organization.
roles in your overall success.
What is it that you do really well? What areas need improvement?
Unless you are 100% dedicated to bringing
What tools can be used to measure where you are today? So, this
about the desired change then do not spend
assessment is a snapshot (taking all things into consideration) of
time on the three components listed above—as
where you are right now. So, let me encourage you to: take a time-
the change will not succeed. On the other hand, if
out, a deep breath and assess everything – internally and exter-
you are 100% on board and desire to bring about
nally – to determine where you’ve been, where you are, and where
meaningful and sustainable change I applaud
you seek to go.
you. And, know this decision marks a new day,
The second component is known as a challenge. This means
clear direction, and viable future for your orga-
you purposely determine what “gaps” exist. Gaps are the differ-
nization. There is no such thing as “staying the
ence in where you are and where you desire to be. Such gaps are
same” in the printing/graphics industry. It is
determined from the assessment area. Your focus will be on areas
quite simple – you are either moving forward or
you want to improve. For example, if you want to diversify beyond
going backward. Nothing more and nothing less.
printing than you will identify this as a “challenge” area. Your goal
I hope that you will take time to assess your situ-
is to look at any area of your organization that needs improve-
ation, create challenges of gaps that need to be
ment and then develop a plan to reduce the gap. In this challenge
narrowed, and put the proper support in place to
component, be specific about what you are going to do and how
allow these change to occur. We understand the
you are going to do it.
nuances of the printing industry and specialize
The third aspect is support. Who is going to “champion” these initiatives? What support mechanisms must be in place to allow the
in helping companies in the industry figure out which way to go.
Ryan T. Sauers is President/CMO of Sauers Consulting Strategies whose business is in growing your business. Ryan founded the independent consulting firm after 17 years of leading printing/visual communications companies. Sauers is working on his Doctoral degree in Organizational Leadership and has a Master’s degree in Organizational Leadership. He is both a Certified Myers Briggs Type Indicator (MBTI) practitioner; and Certified Marketing Executive (CME). Ryan’s book Everyone’s In Sales comes out later this year. www.sauersconsulting.com
P12 CANVAS October 2011
A new future in commercial printing. No over-hyped promotional campaigns needed.
Fujifilm Digital Inkjet | Substance over Style
Scan the QR code with your smartphone (free QR readers are available from the app store) or visit www.jpress720.com
Packaging & the Environment What is the packaging industry doing to reduce its environmental impact? INCPEN was formed in 1974 for the express reason of assessing the environmental and social impacts of packaging, at a time when such concerns were not on most peopleâ€™s agenda. It is important to remember that the main purpose of packaging is to protect goods, and ensure that the goods inside are not wasted because of damage. Typically ten times more resources go into the contents than the packaging. In 2008, for the first time, more than half the worldâ€™s population lived in an urban environment. Urban populations rely on the food and other goods they need being grown or made outside towns and villages and then transported into the urban areas. Without packaging, the environmental impact of doing this would be far greater. As an industry the packaging sector has achieved enormous reductions in the amount of material needed to pack a unit of goods, and the ongoing innovations in packaging help to conserve resources. Add chart about reducing milk bottle weights, cans or similar.
Are there laws about the environmental impact of packaging?
Given the lack of recycling facilities for plastic why are so many products packaged in plastic?
Yes. The cost of packaging is a strong driver for
Because of their light weight and protection properties, plastics can
manufacturers to reduce it to a minimum but
have advantages over other materials in some circumstances. And
in the UK there are also two laws that require
while the packaging industry fully supports recycling, whether a pack-
manufacturers to design packaging systems to
age is recyclable or not is not the main basis for choosing it. Packaging
minimize their environmental impact. There are
is chosen to be appropriate for the needs of the individual product,
also Codes of Practice and a rapidly increasing
and by ensuring that the contents of the pack are not wasted, and
number of companies operating general envi-
that the minimum amount of material is used to perform that function,
ronmental management systems that improve
packaging has done its job for the environment. Whether it subse-
the environmental profile of all their whole busi-
quently goes to be recycled, or is used to generate energy, is of less
ness, including packaging.
importance than the overall efficient use of resources. Some materials can reduce their overall burden by being recycled; others (such as
How much of our used packaging can be recycled or composted? What should happen to the rest?
light weight mixed material packs) allow goods to be distributed with
All of it can technically be recycled but it would
we use less than 4% of that fuel for plastics and by doing so often save
not make environmental sense to try to do so.
on transport energy. In effect, we can get double the value out of the
Materials like cardboard, plastic and glass bottles
oil used for plastics packaging by using it first to protect goods and
and metal cans can be recycled if they are kept
then by recovering energy from it at the end of its useful life.
far fewer lorries but may then not be worth recycling. We burn over 90% of fossil fuel energy directly for transport or to heat our homes -
separate from other waste. However it makes no sense to try and recycle packaging that is contaminated by food, such as cheese wrappers, the plastic film and trays for raw meat, yogurt pots or cardboard boxes from pizzas. The contamination could spoil the
How much of my bin is used packaging? Average dustbin contents by weight:
23% Paper and board (newsprint, magazines, mail, tissues) 25% Packaging (glass and plastic bottles, metal cans,
rest of the recycled materials in a batch plus
plastics film, paper wrapping, boxes)
using energy to collect, sort, clean and transport
32% Kitchen and garden waste 20% Other (shoes, plant pots, drinking glasses, coat
such materials to re-processors risks using more resources than are saved by recycling. In those cases it is better to recover energy.
hangers, furnishings, DIY waste)
Does recycling packaging makes a significant contribution to climate change reduction? No. Carbon embedded in packaging is equivalent to around 2% of the total annual emissions, and in most food and drink supply chains the packaging element consumes less than 10% of the energy used in the chain [sources: EU Commission, J M Kooijman]. http://www.incpen.org/displayarticle.asp?a=70&c=3
P14 CANVAS October 2011
People News Telepress CEO Darren Loken Installed as New NAPL Chairman Nigel Worme Becomes Association Vice Chairman, Niels Winther Elected Secretary/Treasurer East Rutherford, N.J. (September 21,
company executives who are willing
2011) — Darren Loken, President and
to volunteer their time and dedicate
Manager of Cenveo’s Seattle, Wash.,
Chief Executive Officer of Telepress,
their considerable talents to serve the
facility. He is currently President and
Seattle, Wash., was installed as Chair-
association and its industry education
Chief Executive Officer of Telepress,
man of the Board of the National Asso-
efforts. This year is clearly no exception,
a 33-year-old printing company that
ciation for Printing Leadership (NAPL)
and NAPL and its members will benefit
provides corporate identity products
during the association’s Annual Meet-
greatly from the leadership skills of
to companies in the Fortune 1000.
ing on Sept. 11, 2011, in Chicago, Ill.
Darren, Nigel, and Niels, as well as the
Nigel Worme is Managing Director
to Cenveo, and then became General
Joining him as new NAPL officers are
insights of our newest Board members,”
and Chairman of COT Printery, flagship
former NAPL Secretary/Treasurer Nigel
said NAPL President and Chief Execu-
of the five-company COT Media Group,
Worme, Managing Director & Chairman
tive Officer Joseph P. Truncale, Ph.D.
which was founded in 1975 and currently
of COT Printery, Christ Church, Barbados,
“I am honored to become NAPL
provides a complete communications
who has become Vice Chairman, and Niels
Chairman and follow in the leader-
solution to clients, utilizing innovation
Winther, Chairman and Co-Owner, Think
ship footsteps of Keith Kemp, who has
in print, design, music distribution,
Patented, Dayton, Ohio, elected Secre-
done such an outstanding job during
publishing, and marketing effectiveness
tary/Treasurer. Keith Kemp, President,
a time of difficult economic condi-
technologies and services.
Xerographic Digital Printing, Orlando,
tions in our industry,” said Loken. “I
Chairman and Co-Owner of Think
Fla., now serves as Immediate Past Chair-
look forward to working with my fellow
Patented, Niels Winther has held posi-
man. Each officer is scheduled to serve a
officers, members of the NAPL Board,
tions as President or Chief Executive
two-year term in his new position.
our association staff, and our members
Officer in several major firms, includ-
Three NAPL members were also
to continue the tradition of industry
ing Heidelberg USA Inc., Baumfolder,
installed as new Directors at the Annual
service that has been an NAPL hallmark
and the East Asiatic Company, and has
Meeting: Andrew Field, Chief Executive
for more than 75 years.”
been a Board member in dozens of
Officer, PrintingForLess.com, Livings-
A graduate of Seattle Pacific Univer-
other companies throughout his career.
ton, Mont.; Ann Porster, President/
sity, Darren Loken began his career in
He holds an Honorary Doctorate of
Chief Financial Officer, Grand River
print sales. In 1992 he founded a mail-
Business and Industry from Ferris State
Printing & Imaging, Belleville, Mich.;
ing service company, which was sold in
University, a B.A. in Business Adminis-
and Tom Saggiomo, Chief Executive
1997, and then joined Valco Graphics to
tration from EAC’s Commercial School,
Officer, DG3, Jersey City, N.J.
start its mailing and fulfillment division.
and a Commercial Degree from the
“NAPL has been fortunate over the
He was President and Chief Execu-
Commercial and Merchant School of
years to be able to call upon leading
tive Officer of Valco when it was sold
Denmark in Copenhagen.
For more information, contact Truncale at (800) 642-6275, Ext. 6310, or email@example.com; or NAPL Senior Vice President/Marketing Cindy Woods at (678) 594-0048, Ext. 102, or firstname.lastname@example.org.
Master Print Group of Jonesboro, Arkansas was awarded a Benny, the
Master Print Group Awarded “The Benny” in International Print Competition
highest honor in the International 2011 Premier Print Awards, for their entry “Hairdreams Product Catalog”. The Premier Print Awards, the graphic arts industry’s largest and most prestigious worldwide printing competition recognizes outstanding achievement in print production. Master Print Group received their “Benny” for Product Catalog. The Premier Print Awards are the printing industry’s oldest and largest worldwide graphic arts competition, hosted by Printing Industries of America. In its 62nd year, the annual contest recognizes those responsible for the creation and production of superior print communications. The event promotes excellence in print communications and rewards companies and individuals who produce the very best in print media. This year, more than 3,200 entries were received from printing and graphic arts firms from around the world, and judges awarded the Benny
P16 CANVAS October 2011
WINBROOK ACQUIRES MAGICOMM LLC
Innovators join forces to bring clients comprehensive integrated marketing communication solutions that reduce costs and boost revenues Billerica, MA – September 20, 2011 –
advantage of Web 2.0 technologies. “By
revenues inspired by smarter strategies
Winbrook, Inc. announces the acqui-
joining forces with Winbrook, we can
and flawless execution.”
sition of Magicomm LLC, a thriving
bring new advances and efficiency to
Both Lattanzio and Littrell emphasize
integrated marketing company that
the entire communication workflow—
the complementary capabilities of their
brings complementary strengths to
print, promotions, online, and beyond,”
companies. “We’re a natural match,”
says Rick Littrell, president and CMO of
concludes Lattanzio. “We’re both focused
management and fulfillment provider
Magicomm and a 30-year communica-
on thinking creatively about solving
that combines personal attention with
tion veteran. “We’re excited to be part
communications challenges. We’ve both
global reach. “Print and online commu-
of Winbrook and look forward to explor-
proven our value to our customers, project
nications are changing rapidly, with
ing the opportunities together, reaching
after project, year after year. And now that
a new focus on strategic, integrated
new markets and serving new clients.”
we’re together, we can do even more—
marketing,” says Scott Lattanzio, presi-
The key capabilities offered by the
offering innovative thinking, in-house inte-
dent of Winbrook. “Our acquisition of
expanded Winbrook organization will
gration, and a level of responsiveness our
Magicomm lets us provide advanced,
include strategy, creative, production,
clients won’t find elsewhere.”
distribution, and analysis of its clients’
Under the terms of the acquisition,
tions to our clients—crossing all media
communications workflows and tech-
Magicomm will become a division of
nologies. “We’ll be able to help clients
Winbrook, which will be located in
able results. We’re proud to welcome
communicate clearly and powerfully
Winbrook’s Billerica, MA headquar-
Magicomm’s expertise to our stable of
to internal and external audiences,”
ters. Magicomm will continue to serve
says Littrell. “Ultimately, our work leads
its current client base, which includes
Since 2004, Magicomm has earned
to two key benefits—reduced costs
Canon USA, Xerox, Agfa Corporation,
a reputation for innovative cross-media
thanks to great efficiency and more
iProspect, Whittier Health Network,
communications solutions that take full
effective communications and higher
TeamEPS, and other top clients.
About Winbrook, Inc. Winbrook is a leading document management organization with a strong focus on print, fulfillment and promotions. Winbrook serves as a single-source provider of a wide-range of communication solutions — from document management to supply chain analysis to procurement and fulfillment. Offerings include a full range of print-on-demand services, promotional products, kitting, and pick-and-pack for corporate initiatives. For more than 45 years, Winbrook has served as a trusted communications partner for an ever-expanding roster of top-tier clients in financial services, pharmaceutical, healthcare, retail, and other industries About Magicomm LLC Magicomm provides breakthrough integrated marketing communications solutions and strategic consulting services. Deep expertise in the evolving document and communication workflow enables Magicomm to deliver innovative solutions that are targeted, efficient and cost-effective. And Magicomm’s commitment to staying at the forefront of technology enables its customers to leverage the latest innovations across all media—maximizing results. For more information, contact: Rick Littrell CMO, Winbrook, Inc. President/CMO, Magicomm, a division of Winbrook, Inc., +1.978.964.1851, +1.800.252.4744, press 3, email@example.com
to the top entry in each category. “Knowing that hundreds of
customer’s expectations by holding our team to a higher standard
companies throughout the world enter this competition makes
that will afford us an opportunity to prove our ability.”
winning a Benny very special,” said Jon Wilbanks, president of
Michael Makin, president and CEO of Printing industries
Master Print Group. “The quality of print today is really quite
of America, agrees. “The Benny winners represent the best
amazing. To have won such a prestigious award for print qual-
our industry has to offer. This year’s entries were outstand-
ity is exciting for us. The entire team at Master Print Group
ing. There were entries from companies in 13 countries.
works on every project as if it were an award-winning piece. To
Despite the fierce competition, Master Print Group, through
actually win a Benny is just the icing on the cake! It’s an honor
hard work and dedicated craftsmanship, produced a piece
to be recognized by the industry as a company that produces
worthy of the Benny.”
Master Print Group received their Benny at The Premier
Comments from the judges about the catalog submitted by
Print Awards Gala, which honored all the companies that
Master Print Group included: “Perfect Printing.” “Perfect Margins.”
had the top award conferred upon them. The 2011 Gala
“Exceptional Flesh Tones.” “Perfectly Matched Crossovers.”
was held Sunday, September 11, 2011 at the Chicago
According to Wilbanks, “This is what we strive for, to exceed the
Marriott Downtown, Magnificent Mile, Chicago, IL.
»» Product Spotlight FUJIFILM Digital Inkjet J Press 720 The new Fujifilm Digital Inkjet J Press 720 is indicative of
and four-level gray scale capability, the J Press 720 boasts
where our industry is headed—the coexistence of offset and
color and quality never previously seen from an inkjet device.
digital inkjet printing—and it’s poised to revolutionize the
With it, we’re able to dramatically improve the quality of small
business of short-run printing. The device creates a solution
point text and vector graphics and enhance fine details in
for an area of the market where most printers struggle to
color images such as product photos, fabrics, and skin tones.
compete and where a majority of print jobs reside.
The integrated controller incorporates an advanced color management system and color calibration capabilities that maximize color consistency without requiring excessive intervention or expertise from the press operator. The device’s high level of print quality is achieved by utilizing Fujifilm’s Dimatix SAMBA™ singlepass, piezo drop-on-demand inkjet head technology, along with Fujifilm-manufactured inks. The wide
The development of the J Press 720 represents a supe-
720mm print head incorporates high-density, long-life piezo-
rior design where all of the elements – including pre-coating,
electric element arrays with high precision and can print high-
imaging, drying, print head technology, and ink—fit into a
resolution images using single-pass inkjet technology at 2,700
single high-performance system.
half-size (20” x 29”) sheets per hour.
Thanks to the latest developments in Fujifilm inkjet printing technology, including true 1200 x 1200 dpi print resolution
Double Thick Impact Cards Double Thick Impact Cards get noticed! Twice the thick-
Direct Mail is an essential part of any effective multichan-
ness of a typical “thick” postcard, they catch the eye and
nel marketing campaign. A well designed mail campaign
the fingers of your prospects and dramatically increase
can work on it’s own, or in conjunction with email market-
ing, personalized URLs, mobile marketing and QR codes
24 point Double Thick
to dramatically increase
Impact cards were designed
to run through standard digital
of the simplest, least
for short run and variable
effective forms of direct
Each 12x18-1/2 inch press
mail and thicker post-
sheet is 12 points thick with
cards stand out more and
cohesives on the back and
a score down the center.
rates than thinner cards.
You print both sides of your
postcard on the front of the
personalized postcard on
sheet. When folded at the
a thick, 24 point stock has
score, the front and back
been difficult in the past
of the postcard seal together to create an impressive 24 pt
because the the digital presses required for short run or vari-
card. The sheet prints easily in most digital presses and can
able data printing do not work well with such a heavy stock.
be folded with a typical bindery folder. After printing, the sheets can be UV coated to add gloss and protection, or you could add a thin lamination layer to
24 point Double Thick Impact cards were designed to run through standard digital presses. Perfect for short run and variable data
make the card even thicker. Use Double Thick Impact Cards to get big results!
P18 CANVAS October 2011
Product Spotlight ««
Sappi’s Printers of the Year Online Resource
New Envelope Yields Tear-ific™ Results - Western States
Sappi connects print buyers to the best printers
At Western States Envelope & Label, they know that nothing
in the country with the Printers of the Year online
increases direct mail response better than pieces that are inviting
resource. If a print buyer needs a printer in New
and easy to open. That’s just what customers will get with their new
England who has an 8-color offset press and can
Tear-ific™ envelopes. Tear-ific™ envelopes are a USPS approved
print variable data; an FSC certified shop on the
mailing solution that eliminates the need for a letter opener. The
West Coast who prints stochastic and UV; or a web
envelope has a unique perforated design that delivers a direct mail
printer who specializes in catalogues with ware-
message more conveniently and effectively.
house and fulfillment services—it can be found in the Printers of the Year Online Resource.
In business since 1908, Western States is an envelope and label manufacturer that currently operates five plants throughout the Midwest
Available to all Printers of the Year Winners this online
serving more than 26,000 custom-
tool provides a secure admin area to upload and manage
ers—primarily printers. The company
content including photos of recent work and the plant,
is known for its expansive product
equipment lists, certifications, and special printing tech-
offerings, innovative manufacturing
niques. For database searches criteria include: Location,
techniques, and its commitment
Printing Process, Capabilities, Specialty and Features
to environmental initiatives. In fact,
which make it easy for print buyers to find the best print-
Western States Envelope & Label
ers for their needs. Users can conduct a narrow search
is FSC and SFI CoC certified, and a
based on select criteria, or cast a wider net by choos-
Climate Leaders program partner.
ing more criteria in the five key categories. Each search
This product increases response by enticing and engaging recipi-
provides results based on relevance, and a graphic
ents with a new way to open their envelope. “Direct mail studies
snapshot of each printer’s past Gold, Silver, Bronze and
show that customers can increase ROI if just one more order is
International Awards. 2012 deadline for entry into Sappi
generated from every 1,000 pieces mailed. Achieving this is easy
Printers of the Year is January 31, 2012.
with a medium like Tear-ific™ envelopes,” notes Steve Brocker, VP Sales and Marketing for Western States Envelope & Label.
P20 CANVAS October 2011
Do n Ne â€™t b tfli e xe d
Inn ova tio n by Lo
Tip s fo an rP rin te
n the mid 1980s, movie rental store Blockbuster began aggressively competing with other retail outlets for the movie
rental market, and for more than a decade Blockbuster reigned as the top purveyor of at-home movie entertainment. For many households, Friday nights frequently included a stop at the local Blockbuster to peruse the thousands of titles and hundreds of new releases and snatch up the best videos before someone else did.
Innovate or Die
“It’s easy to come up with new ideas; the hard part is letting go of what worked for you two years ago, but will soon be out of date.” – Roger von Oech, author of a classic book about innovation, A Whack on the Side of the Head.
Today, however, Blockbuster is struggling to
be a viable option. Instead of driving to one of
“Netflix has become a verb now,” affirms Saul Kaplan, chief catalyst
the few remaining Blockbuster retail outlets,
at the Business Innovation Factory. “As a business leader, you are
many movie watchers are picking up movies at
concerned that you’re going to be netflixed. But it isn’t as if Block-
one of the nearly 29,000 conveniently located
buster didn’t see the technology coming. It isn’t as if they didn’t
Redbox kiosks, getting their rentals in the mail
have the opportunity to distribute movies in a different way than
or increasingly, they are simply streaming at
the way they had been doing it—with bricks and mortar and video
home with their Netflix account. After filing for
cassette recorders. Clearly they had a lot of smart people that saw
Chapter 11 protection a year ago, Blockbuster
the emerging technology for DVDs. The problem wasn’t that they
has taken steps to transform their business
didn’t see it coming. The problem was that they couldn’t mobilize
model to compete with Redbox and Netflix,
fast enough to do it, because they were stuck in their current busi-
rolling out kiosks and a Total Access package
ness model. And everybody in the organization was pedaling the
to accommodate America’s changing media
bicycle in the current business model as hard as they could. So they
habits. But few think that Blockbuster will ever
had no capacity for trying to design and test a new business model
dominate the home entertainment industry like
in the real world.”
it once did, and many think they will become as obsolete as VCRs.
Kaplan emphasizes that all businesses need the capability to test new business models. “The half-life of a business model, the
Meanwhile Netflix is the little engine that
length of time it will last in the market, is shortening. In the 21st
could, the David to Blockbuster’s Goliath, the
century, a leader will probably have to change their business model
disruptive innovation that is changing the way
in significant ways several times over the course of their career. And
Americans watch movies.
they don’t teach you how to do that in business school. As technology has changed, the opportunities for new business models have accelerated…I’m not sure we’ve seen the full acceleration yet.”
Can Netflix Be Netflixed? Netflix rivals have been growing in number with a host of companies ramping up their online content delivery services including: Walmart’s Vudu, Blockbuster, HBO Go, Amazon and Hulu, owned by News Corp. (which also owns The Post), Disney and Providence Equity. Accordingly, Netflix has made some strategic but questionable moves lately—raising rates and creating a separate business (Qwikster) for their DVD rental service, and planning to expand its warehouse of 20,000 titles, giving customers even more streaming choices. But is this going to ensure ongoing success? Not necessarily. “Netflix split to avoid being netflixed—it’s a good business model innovation move,” Kaplan tweeted when the news broke. “But all companies are vulnerable to disruptive innovation,” he insists. “So
P22 CANVAS October 2011
they have to be proactive and commit part of the organization’s resources to developing ideas and prototypes— test them in the real world, give personnel freedom and autonomy. That’s the biggest challenge for most
“As a business leader, you are concerned that you’re going to be netflixed.”
large companies that I talk with. They do a lot in innovation space,
– Saul Kaplan, chief catalyst at the Business Innovation Factory
but most of it is focused on how to make their current business model more effective—which is important—but a small part of your effort needs to be focused on potentially transformative new business models. And you need to make sure the resources are carved out to support those types of experiments as well.” Kaplan says this is the key piece of work that never gets done. “It’s almost always about incremental improvement in today’s business model, and almost never about discovering what the new business model is—even if it might disrupt us. I want to know, understand, be in a position to be proactive and potentially migrate from the current business model to a new one.”
Keith Bax, vice president of sales and marketing for Research Data Inc., a marketing and IT
services provider, notes that the printing busi-
In the print industry today, there are still a lot of businesses with a
ness is being squeezed from two different direc-
Blockbuster mindset—pedaling the bicycle in the current business
tions. “First of all, electronic communications
model as hard as they can with no capacity for exploring potential
have put tremendous pressure on print. The total
new business models.
number of printed pages produced by printing
Innovate or Die
companies will continue to decline. Secondly, as an industry, print has not made the technological investments required to achieve maximum efficiency. I’m not just talking about faster presses, even though that has something to do with it. A vast majority of printing establishments are privately-held companies. Many owners elected to draw profits out of the business at the expense of reinvesting in technologies that would make their manufacturing and business processes more efficient. When the economy flattened, access to financing became difficult, and the investments required to stay ahead of the technology curve became very expensive. There is now a huge barrier to entry into things like data centers, highly-skilled technology workers, and specialized software that are needed to stay competitive.”
Invention or Innovation Bax notes that business innovation needs to accompany technological innovation for companies to succeed. “When Apple introduced the iPod, it was a technical innovation within their product offerings. But tying the iPod to iTunes and completely changing the music business was a business innovation.”
“Video won’t be able to hold on to any market it captures after the first six months. People will soon get tired of staring at a plywood box every night.” – Daryl F. Zanuck, 20th Century Fox, commenting on television in 1946
“A lot of people confuse innovation with invention, and think that they just need new technology to solve a problem. But an innovation is not the same as an invention,” Kaplan stresses. “Inventions are important, and it’s nice to have new technology, but frankly we have more new technology that we can use. We’re not short on new technology, but we are short on the ability to use new technologies to solve problems and deliver value to customers.” Kaplan says that to him, an innovation is a better way to deliver value. “It is not an innovation until it solves a problem that a customer is having—it delivers value in the real world, solves a problem and helps get a job done that a customer is trying to do.”
Print Industry Innovation How do you solve customers’ problems? You should look at things from your customer’s perspective and try to understand what their priorities and objectives are. Perhaps Blockbuster should have considered whether movie fans prefer to spend Friday evenings
P24 CANVAS October 2011
“We’re not short on new technology, but we are short on the ability to use new technologies to solve problems and deliver value to customers.” – Saul Kaplan, founder and chief catalyst at Business Innovation Factory
racing to a crowded store hoping to snag a new release movie
“Several years ago, we looked hard at our capabil-
before they are all gone…and racing back to return the movie
ities and at emerging opportunities based on some
before late fees are levied.
pretty good data. We determined that marketers
Kaplan says it is increasingly important for printers to put them-
were reshifting their strategies from mass market-
selves in their customers’ shoes. “Look through their lens,” Kaplan
ing to highly relevant personalized communica-
suggest. “Develop new ways to deliver value that borrow from
tions delivered through multiple channels utilizing
your current business model but also introduce new capabilities
a new set of tools. So we studied the technology
and technology. Most importantly, create a segment of your orga-
and figured out how we could fit it all together—tie
nization that has the capacity to experiment with different business
the channels together with triggers—and deliver
models—ways to create, capture and deliver value.”
value to our customers,” explains Radzis.
For some print service providers, innovation won’t happen soon enough. “Larger companies have more institutional inertia than smaller companies, and they typically have a hard time adjusting their processes and culture quickly enough to stay abreast of changing environments. It’s like the old saying ‘it takes a long time to turn an aircraft
“Working with Océ has provided us insight
carrier,’” Bax explains. “The second impediment to innova-
into how connecting and coordinating responses
tion in large companies is the belief that new ideas are inher-
of multiple channels can nurture leads,” he adds.
ently risky, expensive to bring to market, and less profitable—
“We can also see how important it is to have track-
at least for a while—than established lines of business. And
ing and report tools that support marketing efforts
some smaller innovative companies also tend to lack access to
as we help our clients execute all aspects of their
sources of capital. Unless they can find a way to sustain them-
marketing campaigns—print, web and mobile.”
selves until their disruptive idea becomes profitable, many of
“In the end, printers who are out experiment-
them will either disappear, or operate in the backwaters of
ing with new ways to deliver value, investing in
those that are working and integrating those with
However, for print industry leaders, innovation has become a
existing elements—or changing business models
continuous process—as it should be. Bob Radzis, chief customer
completely—are the ones that will win,” Kaplan
officer at RT Associates, says that his company started out as a
affirms. “The ones that lose are the ones like Block-
typesetting firm 29 years ago, and since then they have gone
buster that think they can just take their existing model,
through seven business transformations. Today they are a leading
pedal harder and remain viable in the 21st century
marketing logistics provider.
where new business models will become the norm.”
For more information on the Canon imagePRESS Series, visit www.OceWow.com
P26 CANVAS October 2011
You can market your company, push your sales team and generate sales. But can you manage your money? See why some call this the ‘missing link’ when it comes to running a successful company. Here’s why you must understand how to do it now. By Michael J. Pallerino
“The fact is that one of the earliest lessons I learned in business was that the balance sheets and income statements are fiction – cash flow is reality.” – Chris Chocola
ave Bennett saw it coming. He was one of the lucky ones. As the economy started to collapse at the seams in the last quarter of 2009, he made a strategic decision to make his company lean. Among other things, he asked his staff to take pay cuts. The strategy was to have everybody take a little pain instead of having to lay people off later if things turned for the worse. With 60 families depending on his ability to make good
decisions, the strategy employed by Bennett Graphics was a simple one – even if it wasn’t an easy one. Bennett, president of the 40-plus year old Tucker, Ga., printer, says the decision – and every one he has made since the economic slide – centered on watching and managing the numbers.
The Tao of Cash Flow
Cash flow. There’s no financial discipline more important – or more misunderstood and overlooked – than cash management. The experts say small business owners should think about managing their cash flow from Day One. “Unlike their larger counterparts, small businesses rarely have the resources to monitor and take corrective action for every trend and issue,” says Gregory Gould, center director and business counselor for SBA’s Small Business Development Center at AVCOG in Auburn, Maine. “Even owners who have weathered numerous business cycles may be faced with new circumstances that confound their otherwise successful instincts and knowledge. One of the biggest challenges that remain for small business owners is that they don’t have enough customers to help pump cash flow.”
The challenge with small businesses such as
don’t last forever. Rough economies can be followed by an even
printers is that some tend to ignore the fine line
rougher economy. It’s not always going to be good after it was
between net profit and cash flow. Simply put:
bad. A mentor of mine once told me that you should always plan
having positive and consistent cash flow is criti-
for the next recession.”
cal to staying in business.
The business strategy is simple: make sure you have enough
“A lot of small businesses are getting pinched
money flowing in to handle key items such as payroll, bills, the
by this economic slowdown,” says Chris Tierney,
lease, etc. But sometimes, simple doesn’t happen. For example,
managing director at Hays Financial Consult-
there still are printers that wait too long to invoice a job after it
ing in Atlanta. “Everyone is afraid about what
has been completed. And in the digital age, where you can prac-
tomorrow will bring. Cash flow is a major issue
tically tweet your invoice to a customer as the job goes out the
right now for any small business. You have to
door, that’s a risky business practice. “Because payroll is paid
weekly or bi-monthly, printers exist on
be looking ahead. [Right now]
almost a cash basis,” Bennitt says. “If
we plan for today and not for
you don’t have lots of capital sitting
tomorrow. Until this mentality
around, or a rich uncle somewhere, you
changes, it will be a long road
may be in trouble. Entrepreneurs tend
to focus on what they’re passionate
Bob Bennitt couldn’t agree
about. But what we have to realize is
more. Over the past two years,
that we need to be as passionate about
he has seen more than two print-
running a business.”
ers a week close their doors in
The experts say today’s business
the struggling Southern Cali-
climate calls for innovative, astute and
fornia market. “We have to find
focused cash management practices. So
a way to make it work,” says
how can you do a better job of managing
Bennitt, owner and CEO of Pace
your cash flow? Following are some tips
Lithographers in City of Indus-
and analysis from industry insiders and
try, Calif. “A difficult economy
financial experts alike.
forces waste out of a business system in a hurry.”
Have a plan
Bennitt says many companies
If you’re going to succeed at managing
deceive themselves when times
and maximizing cash flow, it starts with a
get tough and operate with
plan. “If you’re not meeting that plan, you
a “business as usual” mental-
have to make adjustments,” Bob Bennitt
ity. “It’s always a good idea to
says. “The key is to have goals in mind and
run lean, value expertise and
to find ways to not only meet them, but to
innovation, and run your busi-
improve upon them. We have found that
ness like a business. Trees don’t
whatever we measure – improves. It is as
grow to the sky and good times
simple and as hard as that.”
P28 CANVAS October 2011
How to use the SBA as an ally?
If you’re planning to expand your business, the Small Business Administration (SBA) can help. SBA participates in a number of loan programs designed for business owners who may have trouble qualifying for a traditional bank loan. To start the process, visit a local bank or lending institution that participates in SBA programs. SBA loan applications are structured to meet SBA requirements, so that the loan is eligible for an SBA guarantee. This guarantee represents the portion of the loan that SBA will repay to the lender if you default on your loan payments. SBA’s main loan page is: http://www.sba.gov/content/sba-loans
Following are loan programs offered by the U.S. Small Business Administration: 7(a) Loans – These are eligible for starting, acquiring and expanding a small business. This loan is the most basic and most used within SBA’s business loan programs. It provides growing businesses with long-term, fixed-rate financing for major fixed assets, such as land and buildings. You must apply through a participating lender institution.
Certified Development Company (CDC) 504 Loan Program – These are available for start-up, newly established or growing small business concerns. SBA makes funds available to nonprofit community based lenders, which, in turn, loan money to eligible borrowers in amounts up to a maximum of $35,000. Applications are submitted to the local intermediary and all credit decisions are made on the local level.
Microloans Program – This provides small, short-term loans to small business concerns. The SBA makes funds available to specially designated intermediary lenders, which are nonprofit community-based organizations with experience in lending as well as management and technical assistance. These intermediaries make loans to eligible borrowers.
The Right Tools Are Essential To Your Success Learn the tips and tricks to ensure sales success from long-time commercial printing industry veteran and sales expert Linda Bishop. These three no-fluff, practical guides are guaranteed to help you achieve sales success! Selling in Tough Times – Discover new ways to hit your sales goals in a down economy 101 Cold Call Tips – Find out how to take your cold-calling skills to the next level The Sales Pro’s Guide to Using LinkedIn ® – Learn to use LinkedIn® as a business building tool Order your copies today by visiting ttbooks.biz/shop. For free, daily sales tips read Linda’s blog, www.salesisnotforsissies.com, and follow her on Twitter, @Linda_Bishop.
The Tao of Cash Flow
Manage your cash flow daily
Check out the practice of factoring
Set up a target budget and an accounts receiv-
If you’re looking for a quick infusion of cash, try factoring –
able spreadsheet and watch it closely. “I manage
companies that will buy your receivables and will give you up
my numbers on a daily basis,” Dave Bennett says.
to 60 to 70 cents on the dollar (depending on the company).
“We don’t make decisions on what we think it
These companies pay immediately and assume the responsibil-
should be, but what we need it to be.”
ity of collecting the money from your customer. “In a cash crisis, sometimes a fast dime is better than a slow quarter,” SBA’s
Micro-manage your receivables
lem is you cannot control their
Make sure your accounts receiv-
collection methods, and if you
able collections match your
have generally good customers
accounts payable payments.
who are having a difficult time at
“Review old accounts receiv-
the moment, you run the risk of
able and see if some of these
Gregory Gould says. “The prob-
customers would pay cash now if their balance were
Make smart decisions
discounted,” Hays Financial
This sounds like a no-brainer, but
Consulting’s Chris Tierney says.
you’d be surprised at how many
“They get a better deal and
you get the cash you need.”
financial capabilities. “Stay lean
If you generally offer terms of 30 days, offer a
and nimble,” says Kent Laber, managing director of international
3 percent discount for payment within 10 days.
consulting firm Conway MacKenzie Inc. in Dallas. “Don’t take on high amounts of debt. Find ways to reduce costs and improve
Pre-qualify your customers
efficiencies without significant investments in new capital equip-
At the end of the day, you want (need) customers
ment. While customers are more focused on low prices, you can
who pay. Dave Bennett recommends finding qual-
win and keep business by maintaining high levels of customer
ity customers. Before you accept a job, make sure
service. You don’t want to have to replace current customers.
your client has a strong credit history. “Sometimes,
Make it difficult for them to switch. And keep an eye on what your
that means making hard decisions,” Bennett says.
competitors are doing.”
How to survive the cash flow crunch Making your money last a little longer means being creative. Just ask Bob Gemmell, director, Herman J. Russell Sr. International Center for Entrepreneurship at Georgia State University. The entrepreneur-turned-educator spent 30 years in the technology industry as a chip designer, senior marketing/business development manager, general manager and technology transfer consultant. Most recently he was chairman and CEO of the wireless technology firm Cirronet Inc., until its acquisition in 2006. We asked Gemmell to share some of the ways he managed his cash flow.
• Ask employees to take temporary pay cuts in exchange for equity/stock options • Temporarily suspend bonuses to senior executives and managers • Convert assets into cash – “With our tech company we typically licensed our technology to generate immediate cash, forgoing the exclusive use of the technology. You also could do a sell/lease-back arrangement on a building or piece of equipment.” • Push inventory to suppliers and distributors – this reduces inventory on your balance sheet and delays payables • Accelerate receivables by either collecting more aggressively and/or offering incentives for earlier payments • Accelerate receivables by asking a key longstanding strategic customer for prepayment on a major order • Renegotiate payment terms with vendors • Raise equity by selling stock to an angel investor
P30 CANVAS October 2011
“Companies with strong balance sheets can grow in a tough economy by continuing to invest prudently in programs that lead to new products and new customers.” – Bob Gemmell, Georgia State
Seek alternative revenue sources
growth areas will come from offering a great
Today’s small companies have little choice but to take strong
suite of solutions and being able to advise your
measures to reduce cash burn and find other sources of capital.
clients about what’s best for their businesses.
“Small companies have taken a double hit – reduced cash flow
“There will be less success from the transac-
from operations due to the recession and reduced access to oper-
tional sales approach and more success for the
ating capital from banks,” says Bob Gemmell, director, Herman J.
business-to-business partnership approach,”
Russell Sr. International Center for Entrepreneurship at Georgia
Bob Bennitt says. “I would add ‘consultative
State University. “Lines of credit are being renegotiated with small
expertise’ to our growth list. Rather than merely
businesses if not outright pulled. Terms are much tighter now and
being producers, we should view ourselves as
banks have curtailed available financing by reducing the percent-
consultants. Clients need help, especially now
age of inventory, receivables (or other assets) that can be used
that technology is so powerful.”
as collateral. You must micro-manage cash burn and attain more permanent equity financing or find other sources of cash-flow.”
Increase your sales output “While taking market share is not easy, it’s the
Seek alternative revenue sources II
best way to improve cash flow and competitive
As printers continue to evolve into areas such as marketing service
position”, says Georgia State’s Bob Gemmell.
providers, the quest to find new revenue streams continues. New
“Companies with strong balance sheets can
The Tao of Cash Flow
“Generally speaking, borrowing money to purchase something that will allow your business to generate more profits (hopefully more than the loan’s monthly payment) will be met favorably by your banker.” – Gregory Gould, center director and business counselor for SBA’s Small Business Development Center at AVCOG
grow in a tough economy by
in its current form. It’s expected that
continuing to invest prudently
proceeds from sales will provide enough
in programs that lead to new
cash to replenish inventory and pay oper-
ating expenses. There’s a saying in the
ers. But you have to be careful
banking industry, “If you can’t pay your
to reduce spending strategically
bills, more debt won’t help.”
by first removing yourself from cash with little or no growth
Revitalize your business model
prospects. Cash cow segments
To look more attractive to financial insti-
should be sustained but put on
tutions or potential suitors, consider revi-
a strict cash diet.”
talizing your business model. Your local
parts of the business that drain
SBA Small Business Development Center
Tell a good story
If you are seeking a line of
development-centers-sbdcs) or SCORE
credit, loan or help from groups
such as the Small Business
are two no-cost options.
Administration (SBA), have a good story tell. For businesses
Talk it out
that are capital strapped, build-
Have an honest conversation with your
ing up your cash account will
customers and suppliers. “Communica-
put you in a better position
tion can cure many ills,” Tierney says.
to show a lender you oper-
“Everyone knows how difficult times are.
ate a strong business and can
Everyone wants to retain good custom-
repay debt. SBA’s Gould says,
ers, so sharing your pain can help uncover
“Generally speaking, borrowing
solutions to problems without sharing
money to purchase something
secrets in the market.”
that will allow your business to generate more profits (hopefully more than the loan’s monthly payment) will be met favorably by
Apply for a loan
“For small businesses that can demonstrate the ability and willingness to move current revenues to the bottom line and improve
Consolidate your expenses
cash flow, there are opportunities with traditional lenders”, says
If you have existing loans, consider consolidating
Mark A. Edwards, senior vice president, CCA senior loan admin-
them into one monthly payment. “Consolidation
istrator for BB&T in Winston-Salem, N.C. “We’re always going to
can often save hundreds of dollars each month,
look at commercial lending opportunities first. But we’re always
but the bank will need sufficient collateral,” Gould
going to make sure we can get repayment on our loan and still give
says. “Borrowing money to pay overdue bills,
a company the opportunity to succeed. So if you can show equity
consolidate credit card debt or replenish inventory
and show that you manage your expenses diligently, you can get
are all signs that the business is not sustainable
P32 CANVAS October 2011
Survival in Sales by Linda Bishop
P34 CANVAS October 2011
Fran, the Vice President of Sales at NCPrint looked around the conference room at her team gathered together for the monthly sales meeting. With a stern face, she said, “For the past two months, billings have dropped. We need to fix that.” Mort, one of the senior salespeople, spoke first. “I’ll admit my sales
are down, but I don’t know what I could be doing differently. I’m in at seven and work hard all day.” Perry chimed in. “It’s a tough
market. Prospects are too busy
to see us. Budgets are tight, so price is always a big issue. And customers aren’t as loyal as they used to be, so you could lose one like that.” He snapped his fingers. Fran said, “I know everyone is working hard, but that’s
Why Decision Making Skills are Critical to Success
not all there is to it.” She turned to Tom, sitting to her right. “Tom, your sales are up 20%. By all measures, you’re having a great year. What are you doing to drive revenue?” Tom put down his pen and addressed the group. “In 2009 and 2010, I watched my sales shrink by a significant amount. To survive, I knew had to do something different. I decided to keep track of my time for two weeks so I could find ways to improve. That exercise showed me that I spent 95% of my time servicing and 5% of my time selling. The data told me I needed to make some adjustments so I spent more time in front of customers.”
Survival in Sales
Successful salespeople are practical optimists who recognize attitude matters and know their intelligence can create a competitive advantage. While they’re focused on the upside, they don’t underestimate risk factors.
Mort, across the table from Tom, leaned
minutes in the day. There are an infinite number of choices we can
forward, his faced marked by a frown. “Servicing
make about using that time. Usually, we don’t think a lot about
is important,” he insisted. “If you don’t give your
decisions. We make choices on autopilot, relying on what worked
clients great service, you’ll lose them.”
well in the past.”
Tom nodded. “That’s true, but taking the time to document my actions made me realize I spent a
“The problem with autopilot decisions is that the past is no longer an accurate reflection of today’s business climate,” Fran said.
disproportionate amount of time servicing smaller
Tom nodded. “Once I recognized that, I also knew I had to
clients where there was no real opportunity for
manage time differently because my hard work was never going to
growth. And doing an endless list of small tasks
pay off now the same way it had done in the past.”
with little payoff was a lot
Jenny asked, “What did you do?”
like running on a hamster
“My goal was to sell more.” Tom
wheel. No matter how much
leaned back in his chair. “In the past,
energy you expend, you
prospecting was a hit or miss activity.
never get anywhere.”
I decided that had to change and set
Jenny had only been sell-
aside time every day to make calls.”
ing for year, but it was easy
He grinned.” It’s paid off. Just this
to see that Tom’s words
week, I got a nice order from a brand-
had an impact on her.
new customer with big potential.”
“I know what you mean.
Mort looked skeptical. “You’re making
Everyone wants everything
it sound way too easy.”
right now. My whole day
“Changing habits is never easy.”
goes by doing little stuff.
Tom admitted with a shrug. “But it’s
Five o’clock rolls around
not as hard as I thought it would be,
and I realize I haven’t made
either. I started with small changes.
a single call to find new
Every day, I scheduled 10 minutes
business. I go home, stressed out and pledging
before 10 AM to call new customers. And, I don’t allow myself
to do better tomorrow, but it never happens.”
to weasel out of my commitment to myself. That simple choice
She looked Tom in the eye and said, “Tell me your
has paid off again and again this year, and my sales have grown
secret. I’m ready to change because I want to grow
as a result.”
Fran put her hands palms down on the table in front of her,
“The secret to more sales is simple. You have to
and leaned forward in her chair. “Daily decisions drive reve-
make better decisions regarding time manage-
nue growth. Let’s talk about how we can make better choices
ment,” Tom said. “There are a finite number of
P36 CANVAS October 2011
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Survival in Sales
Checking items off the to-do list creates satisfaction and a feeling of accomplishment. Often the tasks we choose to do are easier then cold calling strangers to get meetings, drumming up opportunities for new business, and closing deals.
Every day we make thousands of choices. On food choices alone, we make an average of 221 food-related choices every day according to a study conducted by Cornell University and most decisions are made without much thought involved. The same is true for decisions at work. These choices fall in three basic categories.
Whether Decisions – many decisions are about choosing
Most daily decisions relate to servicing, not selling. Small tasks can be tyrants, screaming for attention and demanding action. They enslave you and stop you from reaching your goals when you mindlessly react. To break the chains of a default decisionmaking pattern, take one or two minutes—no more—to consider the following: • What’s your goal?
alternatives. Whether you should do this or that. “Should I check my e-mail or phone a prospect?” Yes/
• What were you planning to do? • What other options do you have?
No decisions fit in this category. • Are any options better than your original choice?
Which Decisions – in these decisions, you define a set of possibilities and determined the best alternative. “Should I focus on current clients, call my current prospects or look for better prospects?”
If you get stuck on generating alternatives, consider the situation from different angles. • How much time will the task take? • Can you reduce the amount of time required? • Who could you delegate to? • What are the risks of not taking immediate action?
Contingent Decisions – these decisions require some condition to be met. Until then, you’re on hold. “I will cold call when I have a free hour.” In sales, contingent decisions hold you back when required conditions are difficult or impossible to meet.
P38 CANVAS October 2011
• What are the rewards?
Survival in Sales
Take pride in past accomplishments. You didn’t reach success by accident. And be prepared to make adjustments to have greater success in the future.
There is another reason why we allow our days
Keep an open mind when deciding because it’s easy to get
to be ruled by small tasks and it can be summed
trapped by our attitudes. It also helps to “know your Achilles heel,”
up by two words: Immediate Gratification.
as Dr. Charles Foster puts it in his book, “What Do I Do Now—Dr.
Checking items off the to-do list creates satisfaction and a feeling of accomplishment. Often the tasks we choose to do are easier then cold
Foster’s 30 Laws of Great Decision-Making.” Some of the shortfalls he lists include: • Biting off more than we can chew.
calling strangers to get meetings, drumming up opportunities for new business, and closing deals. When something makes people feel good,
• Detail mania, where you get bogged down by irrelevant information.
humans have the tendency to make it the default decision and act on autopilot.
• Fear, of making a mistake, of making other people mad at you, or something bad happening as a result
This robotic mindset causes problems when the
of a bad decision.
present differs from the past in critical ways. The world is changing, and changing quickly. • What rules of thumb do you use to
• Keep on keeping on, where you keep trudging down the same path even if it’s not taking you where you want to go.
make decisions? • Dithering where you stay undecided because you can’t • What is different in the business
see the perfect solution.
environment now? • Taking the path of least resistance because it seems like too • How can those rules be improved for
much time and trouble to find a better path.
better outcomes in the current situation? • Not believing that things can be better than they On any given day, solving problems based on
are right now.
past experience seldom leads to catastrophe. But over time, ignoring shifts in the environment can lead to increased risk.
Successful salespeople are practical optimists who recognize attitude matters and know their intelligence can create a competitive advantage. While they’re focused on the upside, they don’t underestimate risk factors. They realize 10 to 20% of their business will vanish every year for reasons outside their control. They rely on experience to help them make decisions, but when something new and unfamiliar comes along, they don’t hesitate to talk to experts and discuss the situation with colleagues.
P40 CANVAS October 2011
The best salespeople take pride in performance. Pride drives a desire to excel, improve, and make better decisions.
Now the printing industry is in transition. We are all grappling with new responsibilities. Old routines
In Jon R. Katzenbach’s book, “Why Pride Matters More Then
don’t work so we need to rethink how we spend
Money,” he writes, “A powerful ‘closed loop of energy’ links
our time. It’s more important than ever to recognize
pride to workforce performance and business success. Each
some fundamental selling truths such as:
element in the loop feeds upon the previous one in a mutu-
• It pays to get out and talk to
ally reinforcing cycle that result in higher and higher levels of
prospects and customers.
business performance over time. It starts with anticipating that higher performance will feel ‘good.’ Anticipating that feeling generates both energy and an emotional commitment to deliver
•T here are plenty of potential customers who are unhappy with their current solution.
better results. As those results contribute to recognized business success, the recognition instills strong feeling of pride— and the cycle repeats.”
• Some of those people would be happy to buy from you, if you called on them.
Take pride in past accomplishments. You didn’t reach success by accident. And be prepared to make adjustments to have greater success in the future.
So how can you make better decisions to help you get more meetings, find more opportunities and close more deals? Decide today because today’s choices create tomorrow’s sales.
Linda Bishop has spent more than 20 years in sales and marketing. In 2005, she started Thought Transformation, a national firm dedicated to helping clients add sales dollars by developing an educated and professional sales force.
(+) P42 CANVAS October 2011
The la for rs e t m s u o e t g m s g r Bi or Cu Fo t r i g t u n e i l p Yo m o m Stea o C fr he biggest mistake most “cold callers” make is they try to get something out of a prospect before giving anything. They often show up, or pick up the phone unannounced with the objective of introducing themselves and telling the customer just how great their company and product are. The natural tendency of the prospect is to put up the defenses and then dismiss the salesperson, telling him they will look at the information and get back if there is interest.
That same salesperson, after not hearing back from the prospect, assumes the customer is satisfied with their
current supplier, or that the product they were offering wasn’t a good fit. WRONG assumption! The reason the prospect didn’t give a positive response is the salesperson hasn’t proven himself worthy of anything more than a blow-off. by Brian Sullivan
Give More to Get More
In short, on your first few calls, it doesn’t matter how low your prices are, how great your service is, or how fancy your corporate value statement is. You first have to prove that you are worthy of their trust, and that you plan to give more than you receive. You also have to prove that you are willing to keep giving. The only way to do that is by communicating/showing up, and each time you do, you leave the prospect better because of it.
So how many times do you need to reach out to a new prospect before they buy from you? Well, if you believe the National Advertising Association, the number is 21! Whether the number is 21, 15 or 7, it doesn’t matter. All that matters is that you understand that gaining new business doesn’t come quickly or easily. But you DO have some control over how quickly the trust is developed. (Frankly, if it takes a salesperson 21 calls to show value and build trust, they probably have bigger issues).
Below are some tips to gain exposure with new prospects that will build the trust you will need to turn prospecting into purchase orders.
Have a planned and rehearsed introduction that tells the prospect who you are, who you work with, and what you do to help existing clients. (If you don’t have an “introduction pitch,” email me at the address below and I will send you an article on how to create one.) Next, deliver information not directly related to your product that would be difficult for them to find, yet will provide value.
P44 CANVAS October 2011
Deliver more information, perhaps in the form of a newsletter containing best practices from other clients or perhaps results from a survey of your customers.
Deliver a sample that they can touch, feel and put to immediate use.
Brighten their day with a thank you note or something creative that shows you are a person they would like to associate with. And don’t be surprised if the response you get is, “My current supplier never did that.”
Give More to Get More
Become the source of information that they do not have with their current supplier. Call #5
Once trust is created and you have shown your eagerness to give, you have earned the right to sell. In fact, if you wait too long to offer your solution, they may wonder why the heck you keep showing up! At this point, don’t deliver your product presentation in the same way you delivered your free information. Prepare then deliver a question that makes them curious to want to learn more. “John, last week we were discussing that article from the Printing and Imaging Association and since then, I had an idea that I think may benefit your business. Would you be interested in hearing how we may be able to (add your benefits)?
Find the materials and support you need to deliver a presentation that shows you are THE resource regarding that solution. Once they see how good you are with that solution, they will turn to you for answers in others areas.
Baby-sit your first deal like your own mother bought the product. This is the real proving ground with prospect turned customer. Remember, they have been burned before. Too many salespeople make a habit of the “drop the box and run” technique and as result, is perhaps one reason some believe it now takes 21 calls to build trust.
Winning new accounts is not easy. But if you believe that the by-product of giving is that you will someday receive, then make plans to give more than ever. Become the source of information that they do not have with their current supplier. Because once you become the repository of information that makes them smarter, you will have become the irreplaceable salesperson. Become that, and they will refer you to accounts whose trust may only take two calls to gain.
As President of Kansas City-based PRECISE Selling, Brian Sullivan, CSP delivers seminars and internet training programs on sales, customer service, leadership and presentation skills to companies of all sizes. He also hosts the radio talk show Entrepreneurial Moments, a show dedicated to personal and business development. To find out more, visit him at www. preciseselling.com or email Brian at firstname.lastname@example.org.
P46 CANVAS October 2011
The 50th Law »» By 50 Cent and Robert Greene
ot necessarily the most common person you think of when it comes to leadership, rapper 50 Cent has collaborated with Robert Greene on a
compelling and impactful new book. The 50th Law combines indelible lessons of success with
the real world life of a man who has not only risen from the streets, but did things on his own terms. The central theme of the book is fearlessness. The back cover says nihil timendum est, meaning nothing is frightening. Each of the 10 chapters in the book explains a factor of fearlessness and begins by telling how 50 learned this Fearless Philosophy in Southside Queens. The key ideas in the book are: 1. Intense Realism - A very candid look at the value of seeing things as they are. 2. Self Reliance - A look at making everything your own and controlling yourself and your surroundings. 3. Opportunism - Finding the value in negative situations and making the best of every situation while turning it to your advantage. 4. K eep moving - Move with the chaos, don’t give others a chance to pin you down, change your appearance to fit the environment. 5. Aggression - Get over your fears of confronting people. 6. Authority - The person at the top sets the tone. 7. Connection - Think of the public first and their changing needs. Begin with their demand and create the appropriate supply. 8. Mastery - Learn to master boredom, outlast your rivals, and endure the hours of practice and drudgery to build a proper growth foundation. 9. Self Belief – Your sense of who you are will determine your actions and what you get in life. 10. The Sublime - Confronting your mortality.
CANVAS loves this book because of the message and the unusual hero of the story. Greene’s collaboration with 50 Cent demonstrates how we can do just about anything we want, once we get over our fears. There is some nice theory intermingled with examples from 50’s rise to platinum entertainer and mogul. We don’t all grow up in the same neighborhoods but we do all have the common theme of fearing the worst, especially if we want to become more than we are today. If you are ambitious and are eager to make the transformation needed in our industry, then read this book. Fear is the only thing holding you back and once you read what 50 went through and how he compartmentalizes fear, you will be completely energized.
P48 CANVAS October 2011
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