canvas magazine

EmpowEringmarkEting

SErvicEprovidErS

dEcEmbEr 2014

The Value of You

Now hiring: Printing’s 10 Newest Jobs

Strategies of rejuvenation for 2015

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CANVAS P1

Publishermark potter > [email protected]

Creative direCtorbrandon clark > [email protected]

Marketing Managerbrandy brewer > [email protected]

Managing editormichael j. pallerino> [email protected]

art direCtorbrent cashman

Contributorsjustin ahrens, linda bishop, lorrie bryan, john foley, jr., graham garrison, vinay nadig

editorial boardchris petroglobalsoft

tom moedaily Printing

dean petrulakisrider dickerson

david bennettbennett graphics

tony narduccio’neil Printing

www.thecanvasmag.com

@TheCANVASMag

www.linkedin.com/groups?gid=1797952

CANVAS magazine for more information: 678.473.6131, 2180 Satellite Blvd., Suite 400, Duluth, GA 30097

Canvas, volume 8, issue 3. copyright 2014 Canvas, all rights reserved. Canvas is published bi-monthly for $39.00 per year by Conduit, inc., 2180 satellite blvd., suite 400, duluth, ga 30097 Periodicals postage pending at duluth, ga and additional mailings offices. Periodical Publication 25493. PostMaster: send address changes to Canvas, 2180 satellite blvd., suite 400, duluth, ga 30097. Please note: the acceptance of advertising or products mentioned by contributing authors does not constitute endorsement by the publisher. Publisher cannot accept responsibility for the correctness of an opinion expressed by contributing authors.

Canvas magazine is dedicated to environmentally and socially responsible operations. We are proud to print this magazine on sappi Flo® dull Cover 80lb/216gsm and Flo dull text 80lb/118gsm, an in-dustry-leading, environmentally responsible paper. Flo contains 10% post consumer waste and FsC chain of custody certification.

FEATURES

dEcEmbEr 2014DEPARTMENTSP2Publisher’s ThoughtsStop hiding

P4A little help never hurtsP6How to succeed as a print or mail provider in 2015P8What sort of executive are you?P10The Corner OfficeMarketing Insights:Book Rec: Smartcuts: How Hackers, Innovators, and Icons Accelerate Success

All aboard the marketing technology train

P11Bridging the great divide

P12NoteworthyJohn Foley, Jr., CEO/CMO of interlinkONE and Grow Socially, named 15th most influential CMO

Awards & Recognition

P14Mergers & Acquisitions

Personnel Moves

P15MSP Product SpotlightsInspiration at the ready – Neenah’s EXPLORE portfolio gives short-run digital printers a world of options

P40AppsFlyers’ Ran Avrahamy on what makes a good marketing exec

P16RechargingStrategies of rejuvenation for 2015

P24The value of youWhy you’re one of the most important factors in the selling equation

P32Now hiring10 jobs coming to a print shop near you

“Putting ink on paper has been the traditional way that they do so, but as

the world of communications changes, so must printers.”

– Timothy Blumentritt, Associate Professor of Management,

Kennesaw State University

P16

P2 CANVAS DEcEMbER 2014

Mark Potter

Publisher

Twitter @markricepotter

A hundred years ago when I was dating, I remember how hard it was to meet girls.

I remember striking out a lot and going long stretches without a date. And once I

got on the desperation train, they could smell it a mile away. At my lowest point,

I met someone at a local establishment and called her as soon as I got home.

Needless to say, the relationship was over before it started.

Business is no different. Prospects can sense desperation and that neediness can be pretty

unattractive no matter how nice you look. You see, the hardest thing to do these days is to

engage and talk to people. It makes us nervous and uncomfortable, so we fall back on email

and social media.

We feel safe hiding on our computers and mobile devices. We may even get bold with

what we say, because we don’t feel exposed. However, don’t mistake that kind of activity for

progress. Real growth comes from being vulnerable and connecting with people live and in

person. And may I say it is very much a lost art.

I recently had the privilege of attending an industry event in the Windy

City. There were a good number of printers there, and I probably exhausted

a few of them with my chatter. But I felt like I was better for meeting them

and hearing about who they were and what made them excited. It simply

reminded me that true success is rooted in vulnerability and selflessness.

So, whether you are trying to get a date or a print order, it seems to me

that you can’t hide behind a computer, and you most certainly can’t focus

on you.

As the New Year approaches, we are trying to take over the world. Well,

maybe not the world, but we are committed to providing our readership –

which is the best and the brightest – the tools and insights that will propel

them to an even better version of themselves. We aim to have the signa-

ture event with thinkMSP, the only tool that a marketing service provider

needs in MSP, and the most relevant content in the industry with CANVAS.

Our current issue features two great articles to carry you over to the new

year. Our cover story, “Recharging,” discusses how printers will rejuvenate

their business strategies in 2015. The second story, “Now Hiring,” takes a peek at the print-

ing industry’s 10 newest jobs. We feel like this issue is another example of CANVAS produc-

ing the content that matters most to you.

Be well, be vulnerable and be selfless. I wish you all the happiest of the holidays and the

warmest wishes for the New Year.

Stop hiding

real growth comes from being

vulnerable and connecting with

people live and in person. and may

i say it is very much a lost art.

publiShEr’S thoughtS

Creating an

in

&

impactpaperprint


Justin Ahrens is founder and

principal of Rule29, an award

winning suburban Chicago-

based strategic creative firm.

He is a frequent guest blogger,

national speaker and author of

“Life Kerning: Creative Ways to

Fine Tune Your Perspective on

Career and Life” (Wiley). Follow

him and Rule29 on Twitter –

@justinahrens and @rule29.

by JuStin ahrEnSpErSpEctivE

A little help never hurtsworkload or a specific need calls for more

help, we have some candidates to enlist.

We know them, they know us, and they can

immediately and effectively contribute. For

the most part, this has worked very well for

us over the years.

So, if you’re looking for good candidates

to eventually hire or you’re trying to find

help with an intense workload, make some

time to meet freelancers or consider an

internship program. While there are pros

and cons with both territories, I definitely

think the pros win. The whole system only

works if you treat people right. In addition,

you’re helping to help advance the design

community, so take it seriously. Here are a

few tips that work for both sides:

• Make sure the position and/or project

is well-outlined.

• Make sure you plan enough time to

manage, especially during that “getting

up to speed” phase.

• Be straightforward about everything –

honesty always is the best policy.

• Give them the chance to say “no,” but

don’t be so afraid of a “no” that you

don’t ask.

These tips primarily apply to when you

don’t have a great budget. Your helpers

may be slow and grateful for the work, and

you always will have a chance to make it up

to them.

More than anything, during periods of

drought and rain, remember to remain

proactive and vigilant. If your business is

ebbing, step up your game and bring more

in. If business is at an all-time high, fore-

cast and strategize for potential lulls in the

future. No client lasts forever, even though

you may wish that’s the case.

Begin now by fostering a network of

freelancers and interns that you can use at

the necessary times. You can never have

enough resources, no matter what season of

business you’re in.

Imagine a plot of land that has been

exposed to a prolonged period of drought.

When a huge rainstorm comes, the ground

is not prepared to sustain the extreme

precipitation, so a flash flood happens and

chaos ensues. Over time, I’ve learned that

when Rule29 is experiencing periods of

“drought,” it is best to simultaneously begin

looking to pull in new work and manpower.

The reason: While more work is good, it’s

only worthwhile if you’re not sacrificing qual-

ity or jeopardizing the sanity of your staff.

So, to account for the potential “flash

floods,” we’ve slowly developed a system.

The first part of the system is to continu-

ally expand my freelance network. The

second part is our ongoing intern program.

Both avenues work great for testing out the

“creatives” at a lower entry-point cost. Plus,

it’s a win-win for both parties. So, when our

In 2008, I had the privilege of speaking at the annual HOW conference,

an inspirational and educational gathering for creative professionals.

My talk was titled, “Designer Sobriety: Life is crazy, so how do you

balance life, joy and great work?” I shared my thoughts on how to run

your firm in the midst of life’s inevitable ups and downs.

I was excited about the topic, particularly because it’s on my mind daily.

It’s more fitting now than it has ever been for me. With Rule29 in its 14th year,

our studio has grown – and continues to grow – in ways I never expected.

Currently, our studio in Geneva, Ill., is home to 11 wonderful people. We’ve

also been fortunate to open a new studio in Phoenix.

As with any business, work-

flow tends to ebb and flow

with the seasons. When we’re

in a period of ebbing, a little

alarm goes off in my head

signaling that I must speed up

the new-business horse a bit.

At this point, I usually respond

in one of two ways. I either

start to freak out or work like

crazy until we get so busy

again that I complain about

how busy we are. But here’s

the catch: When you’re in a

period of low business and you begin wrangling more projects, you run the risk

of inundating your company with work that can’t be managed with the amount

of manpower you have.

While more work is good, it’s only worthwhile if you’re not sacrificing quality or jeopardizing the sanity of your staff.

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by John FolEy, Jr.mobilE mEdia

How to succeed as a print or mail provider in 2015

John Foley, Jr., is CEO of

interlinkONE and Grow

Socially. Foley and his team

consult with print companies

on transforming their

businesses, write strategic

online marketing plans, and

frequently discuss a variety

of informative marketing

techniques and topics.

Are your marketing efforts in

need of a pick-me-up? Visit

http://ilink.me/MessingUp and

take the quiz to see if you’re

messing up your marketing.

From one side of the map to the other, the age of new media has taken

over every facet of our lives. The only question that remains is, “What

are traditional media industries doing to stay relevant?” The reality is

that many don’t realize they can use the changing times to not only

grow and transform, but to thrive within the print and mail industries as well.

The answer to that nagging question about what print and mail providers must

do to grow their business rests within two simple words: provide solutions. That’s

right. To grow your print and mail businesses in the age of digital marketing, you

must focus on the services you already offer your customers. From your original

services, market your business around the solutions those services provide, and

then you’ll be on your way to becoming a marketing service provider (MSP).

How to growFace the facts – if you want to survive and thrive as a print or mail provider,

being a marketing service provider has proven to be the most effective way over

the last decade. Many MSPs find it effective

to focus on the customer end of the services

they already provide, and grow from there.

Usually these services – variable print, wide

format and customized mail services, etc. –

are ones that already stand out to new and

existing customers. They are unique to each

print and mail business based off of location,

experience, and so on. It is important to focus

on advertising and selling the experience

these services give to your customers – and

their customers.

Business transformationPrint and mail service providers transform-

ing their business is nothing new, yet it can

seem like an impossible task if you don’t

know where to begin. In my book, “Business

Transformation: A New Path to Profit for the

Printing Industry,” I cover just that: “Clearly,

if you have heavy investments in printing

equipment, you don’t want to abandon

your heritage in the transition to becoming

a marketing services provider. Rather, you

want to build on the knowledge and exper-

tise you already have about your customers

and their communications needs in order to

deliver a broader portfolio of products and

services that will make you a trusted partner,

and them a loyal customer.”

By building on the services you already offer

as a print or mail provider, you’re already closer

than you think to the key behind transforming

your business from an average, run-of-the-mill

print or mail house, to a full-blown marketing

service provider.

The multi-channel approachIf you’re still stuck on what kind of

solutions your customers are looking

for, consider multi-channel. Adding

these offerings to the marketing

solutions of any service provider is critical in

this age of information accessibility. Focus on

how your print and mail products can carry, if

not support, a variety of messages through-

out multiple channels. The traditional indus-

tries of communications are changing daily,

and an endless introduction of new technolo-

gies has made the job of marketing more

complex than ever.

Keep in mindThe important thing to remember as a

print or mail provider transforming into a

marketing service provider is that many of

the tools and offerings you need to make

the transformation successful already are in

your arsenal. Think of print and mail as your

roots – where you came from and all the

ways your traditional materials can tie into

other channels, as the future, and where

your business is going.

Change is never easy, but as far as busi-

ness is concerned, it’s necessary. Consider

print, mail and the services you always have

provided as the nourishment your busi-

ness needs to transform successfully in this

brand new world of communications.

Print and mail service providers transforming their business is nothing new, yet it can seem like an impossible task if you don’t know where to begin.

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Gamechangers


by tron JordhEim lEadErShip

What sort of executive are you?chief is that he falls out of fashion and tribal

members often leave to follow other interests.

Tribes can break up as easily as they form.

The Sports Coach. Whether you are a sports’

fan or not, you can see what kind of figurehead

a coach can be. The idea of gathering your

team for a quick tactical huddle before putting

them back out on the field is very appealing.

The hard fact about coaching is that for every

second of point-scoring exhilaration, there are

hours of recruiting, training, practice, research,

discussion, preparation and anxiety. Sports and

business share some commonalities. Recruit-

ing, training, research, preparation and anxiety

are but a few. While coaches know their busi-

nesses are all about the fun and thrill of victory,

they also clearly understand how that all relates

to cash flow and asset appreciation.

The downside: A sports coach can fall

short when people in the organization do

not relate to sports analogies or are not

driven by team competition.

The Spoiled BratSometimes a boss wants to get his own way.

Some executives are more interested in the

talent their people bring than production.

These executives usually like to bark orders and

berate people. Sometimes the Spoiled Brat will

have a temper tantrum or suddenly change

his mind about a task just to throw people off

balance. Other times he will confuse himself

with the General. But whereas the General

will hold his composure under pressure, the

Spoiled Brat overreacts and lashes out. The

Spoiled Brat’s advantage is that people will

react quickly to make him happy.

The downside: The trouble with a Spoiled

Brat is just that he is a spoiled brat.

The keys to being an effective executive are

to know the strengths and weaknesses of your

default style, and then be able to adopt a differ-

ent persona as conditions or circumstances

require. One day it’s the strategizing general

or the tribal chief, and the other it’s the motiva-

tional sports coach. Finding the persona to get

the job done is the mark of true leadership.

Tron Jordheim is CMO of

StorageMart, one of the world’s

largest privately held self-storage

companies with locations across

the United States and Canada.

With 40-plus years of experience

in sales, marketing and training,

he continues to be sought after

as a public speaker, sales

trainer and consultant.

For more information, visit

www.storage-mart.com/blog/

author/tron-jordheim.

You may know your business or your industry well. But do you

know anything about yourself? Forward thinking business lead-

ers evaluate their employees and clients to help better under-

stand work styles and personality types. Understanding the

people you work with is an important trait for today’s executives.

Peter F. Drucker put forward a simple and

basic mission for executives: “Get the right

things done.” Knowing what motivates your

clients and employees makes it possible to

know what those right things might be. Being

an effective leader is what makes it possible

to know how to get the right things done.

Depending on what needs to be done and

who needs to take action, your leadership

style could be quite different from moment to

moment. So, what sort of executive are you?

The GeneralThis leader likes organizational discipline, and a rigid and sensible approach

to managing the workforce, defining missions and conquering objectives. He

likes to spend time strategizing, and studying the competitors and surround-

ing business environment for weaknesses or opportunities. The General sees

business as war, the competitors as enemies and his employees as troops.

There are many important aspects of the General persona that can help

executives. Sun Tzu’s advice in “The Art of War” still is viable for today’s

business strategists. And Carl von Clausewitz’s “Principles of War” still is a

best seller. An executive who understands organizational discipline, cohesive

and consistent training processes, contingency planning and the collection

being an effective leader is

what makes it possible to know how to get the right things done.

of intelligence is going to be successful.

The downside: With the General, there is

no experimentation, innovation or discus-

sion allowed. If a change or initiative is to

take shape, it must come from the top down.

The Tribal ChiefThe Tribal Chief is not just a political or mili-

tary leader like the General, but he also is a

leader in culture, lifestyle and belief systems.

A tribal leader usually is intertwined with

legend. There are some great examples of

impactful tribal leaders in American history.

Think of Tecumseh of the Shawnee, who

quickly inspired large numbers of people to

move with great intensity toward a common

goal. In modern times, Steve Jobs became

a tribal leader of Apple product devotees.

Wouldn’t every business executive want to

lead a company with a following like Apple?

The downside: The difficulty with being a tribal

We help you embrace it.

Western States Envelope & Label has been helping professionals like you welcome change with open arms since 1908. Perhaps it’s our progressive products and manufacturing techniques, our same-day turnarounds from five full-service locations, or our notably experienced service and sales reps. We know it’s because we’re more than a provider; we’re a partner in this dynamic marketplace.

Ready to embrace change and grow? Contact Western States Envelope & Label.

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wsel.com/change-now/cCall Today! 1-800-558-0514 • Visit Us at: www.wsel.com


cornEr oFFicE

What I want to own is my reputation, because in this hyperconnected world, reputation will give you access to all kinds of things now. Your reputation now is

like having a giant key that will allow you to open more and more doors.– Airbnb co-founder Brian Chesky on the importance of building a trust platform that brings people together and creates value for all parties

The number, in billions, of people who are expected to have access to the internet via mobile devices

by 2020, according to GSMA Intelligence research. The report shows four main areas impeding access on a global scale, including network coverage, affordability and taxation, consumer barriers such as illiteracy and lack of awareness about mobile technology, and a lack of local content in different languages.

Why are some

people and orga-

nizations able to

achieve incredible

things in implausibly

short time frames?

Serial entrepreneur

Shane Snow has

a pretty good idea. In Smartcuts: How

Hackers, Innovators, and Icons Acceler-

ate Success, Snow shows us how “smart-

cuts” can help rethink convention and

accelerate success.

The world is filled with people who

sprint to the front of the line in less time

than it takes the rest of us to beat the

norm. Snow shows how, like computer

hackers, a handful of innovators in every

era are using lateral thinking to find better

routes to stunning accomplishments.

Smartcuts tells the stories of innova-

tors who dared to work differently and

lay out practical takeaways for the rest

of us. It’s about applying entrepre-

neurial and technological concepts to

success, and how, by emulation, you

too can leapfrog competitors, grow

businesses and fix society’s problems

faster than you think..

See why CANVAS readers can get a

jump on 2015 by taking smartcuts.

Book RECSmartcuts: how hackers, innovators, and icons accelerate success By Shane Snow

all aboard the marketing

technology train

With the need to understand

what consumers want, data

collection efforts are becom-

ing more and more invaluable.

According to Signal’s “Overcoming Barriers to

Cross-Channel Success” report, 96 percent of

marketers say that fully integrated marketing

technology would have a positive, strong or very

strong effect on their marketing goals moving

forward. In addition, the report shows that 86

percent believe integrated marketing technol-

ogy would improve their customer relationships

and create more loyalty.

CANVAS P11

markEting inSightS

Bridging the great divideReport shows CMOs, CIOs working together

Whether or not the world of chief marketing officers (CMOs) and chief information officers (CIOs) will ever truly

come together as one remains to be seen. But for now, a recent report from Accenture shows they are working

more collaboratively than ever before. Nearly 43 percent of CMOs and 50 percent of CIOs say their

relationship with the other has improved over the past year. Here are some key findings:

CMOs that say their company’s IT team doesn’t understand the urgency of integrating new data

sources into campaigns.

CMOs that say the technology development process is too slow for the speed required

for digital marketing.

CIOs that say CMOs lack the vision to anticipate new

digital channels.

CIOs that say marketing requirements and priorities change too often for them

to keep up.


updatES From thE induStry notEworthy

Awards & Recognition

Hopkins Printing, Columbus, Ohio, was named the “Best

of Business” winner in the Best Printing Company category

by Columbus C.E.O. magazine. This year, the publication

honored companies in 90 categories.

The Southern Florida Minority Supplier Development

Council (SFMSDC) has named Solo Printing, Miami, its

2014 ”Supplier of the Year.” The award, its most presti-

gious honor, is given in four categories determined by

annual sales. Solo won in Category III, which is for compa-

nies with annual sales between $10 million and $50 million.

By winning the award, Solo is eligible for the National

Award from the National Minority Supplier Development

Council (NMSDC).

Mohawk’s Maker Campaign publication was honored

by AIGA in its fourth annual Justified Design Competition.

Mohawk was one of 19 brands honored for exemplary case

study submissions that demonstrate the value of design

in a clear, compelling and accessible way. The campaign,

manufactured by Hybrid Design with creative direction by

Dora Drimalas and design by Caleb Kozlowski, featured

several key elements designed to communicate experi-

ences that are unique to paper, to elevate print commu-

nications and to highlight the beauty and tactility of fine

paper. The quarterly publication, printed on different

Mohawk grades, features different finishes and uses differ-

ent print techniques to build a compelling narrative around

the Mohawk brand.

Canon U.S.A.’s Seymour Liebman has been named to the

Long Island Press “Power List,” which honors 50 of Long

Island, N.Y.’s most influential leaders. Liebman is execu-

tive VP, chief administrative officer and general counsel of

Canon U.S.A. and senior executive officer of Canon Inc. He

also is vice chairman of Canon Solutions America Inc. This

is the fourth consecutive year Liebman placed among the

top 10 ranking, placing seventh this year.

kodak was named the “Economic Development Proj-

ect of the Year” by the Greater Columbus (Ga.) Chamber

of Commerce. The award recognizes Kodak’s more than

$10 million investment to the Columbus facility for the

production of its KODAK SONORA Process Free Plates.

The expansion is part of Kodak’s regional sourcing strat-

egy for SONORA, which enables printers to skip the plate

processing step without sacrificing quality or productivity.

The facility will produce the plates for the entire Americas

region amid growing demand worldwide.

Domtar Corp. was presented with the first “Forest Stew-

ardship Council (FSC) Leadership Award” in the paper

sector for its longtime leadership in sustainability. The

award celebrates Domtar’s innovative pursuit of FSC certi-

fication in North America, and highlights its commitment

to maintaining forests for future generations. The awards

were presented at the 10th Annual Design & Build with FSC

Awards, which was co-hosted by the World Wildlife Fund

and Green Sports Alliance.

In addition, Domtar picked up the “Environmental

Strategy of the Year Award” and the “Innovative Printing

and Writing Campaign of the Year Award” at the 2014

Pulp and Paper International (PPI) Awards. For the “Envi-

ronmental Strategy of the Year,” Domtar’s Windsor Mill

was chosen for its steadfast dedication to reduction in

greenhouse gas emissions, water consumption, energy

use and waste, as well as championing the use of raw

materials sourced from FSC’s certified sources. The “Writ-

ing Award” was presented for its Paper Fun Truck initia-

tive, which had decorated truck visit schools, businesses,

retirement communities and a Los Angeles area beach to

show how paper remains fun and valuable.

John Foley, Jr., CEO/CMO of interlinkONE and Grow Socially, was named the 15th most influential Chief Marketing Officer (CMO) on social media on Forbes.com’s

list of the “50 Influential CMOs On Social Media.” The list, based off of a study conducted by Infegy,

took into consideration indexed social interaction, shares, re-shares, mentions, sentiment of interac-

tions, strength of followers and back links. Foley is a long-time CANVAS columnist.

EasilyEasilyEasily

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Pay it Forward

Are your sales meetings going stale? Spice them up with the candidly insightful "Egrets, Hockey Sticks, and Roller Skates" by Mark Potter. This book is dedicated to inspiring a new mindset for the marketing services industry. You will you be inspired, but you will also be giving back to the print industry. All proceeds go directly to the Electronic Document Scholarship Foundation which helps support eager student leaders that are looking to make this industry even brighter.

www.egretsbook.com

All profits go to the Electronic Document Scholarship Foundation

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updatES From thE induStry notEworthy

People news. New products. Trends shaping the way our industry does business. If you have a news item, CANVAS wants to hear about it. All you have to do is email us the information and a photograph, and we’ll do the rest. Send your information to [email protected].

YoUR NeWS HeRe »»

Mergers & Acquisitions

Personnel MovesClifton, N.J.-based kay Printing, a division of commercial

printer KM Media Group, has named Rob Sternau its direc-

tor of new business development. Sternau will be respon-

sible for helping grow overall sales by developing sales and

marketing initiatives, recruiting additional sales reps and

direct selling.

Western States envelope & Label has

promoted Greg Retzer to VP/sales and

marketing. In his new position, Retzer

will lead the sales and marketing efforts

for all five of Western States Envelope &

Label’s full-service locations.

kodak has named Steven Overman its CMO and senior

VP, corporate marketing, and made him a member of the

company’s executive council. Overman, who will report to

Kodak CEO Jeff Clarke, will lead the strategic development

and coordination of Kodak‘s brand identity; global market-

ing programs and activities; and communication of its vision,

strategy and progress in an integrated way to all of the

company’s stakeholders.

Thomas (Tom) McTernan has been appointed to the posi-

tion of VP for national consumables sales for Heidelberg USA.

In his new role, McTernan will assume responsibility for over-

seeing the go-to-market strategy for consumables in the U.S.

market. He will report to Thomas Topp, senior VP consumables

and senior finance officer. Former account executive (Central)

Randy Wiersma will take over for McTernan as regional VP of

the Central Region, reporting to Juergen Grimm.

Dscoop (Digital Solutions Cooperative) has named its

new leadership for fiscal 2015, including industry veteran

John Rogers as global executive director and Gary Peeling

as its global chairman.

Greg Retzer

Proforma Graphic Services has acquired distributor

Premier Graphic Solutions, with all of Premier’s employees

set to remain on staff. Under the agreement, Proforma will

offer enhanced eCommerce technology, direct mail, and

marketing programs and services to Premier’s clients. This is

the fourth acquisition for Proforma’s Mergers & Acquisitions

team, which it has completed on behalf of Proforma Graphic

Services. Both companies are in Columbus, Ohio. Financial

terms of the deal were not announced.

Mohawk has partnered with Stuttgart, Germany-based

Metapaper GmbH & Co., Europe’s first online platform for

the paper and printing industries. Under the agreement,

Metapaper will begin supporting all of Mohawk’s Conti-

nental European sales, and marketing and customer service

operations. Metapaper founder Axel Scheufelen will serve

as lead contact for Mohawk’s European operations, market-

ing, customer support and merchant sales. Along with Meta-

paper’s customer support team, he will work closely with

Mohawk senior VP of international sales Joe O’Connor. To

facilitate European distribution, Mohawk will use a ware-

house near Metapaper’s headquarters. Mohawk also oper-

ates an office in Cupar, Scotland, which is managed by Russell

Murphy, Mohawk’s UK sales and marketing manager. For

information, contact [email protected].

Digital printing innovator eFI has acquired key intel-

lectual property assets for digital inkjet printing of ther-

moformed products from Polymeric Imaging, a specialist

provider of UV and LED inks for industrial and graphic arts

applications. In addition to buying technology from North

Kansas City, Mo.-based company, EFI has hired key Poly-

meric Imaging employees responsible for technical and

market development of digital ink and coating products.

Those employees currently are assisting EFI’s ink opera-

tions in the development and testing of new formulations

for use in EFI inkjet products. Financial terms of the acqui-

sition were not disclosed.

dEvElopmEntS in print

MSP productSpotlightS

Inspiration at the readyNeenah’s EXPLORE portfolio gives short-run digital printers a world of options

In today’s ultra-competitive landscape, every printer needs the

resources to make them more creative, productive and efficient.

Enter Neenah Paper’s EXPLORE, the first in a series of promo-

tions designed to show how paper colors and textures can be used

creatively for frequently specified short-run digital applications.

As more brands turn to digital print for short-run solutions in packaging

and branding, Neenah wants brand managers and their creative partners

to consider the unique attributes of textured, colored papers. EXPLORE’s

unique collection of samples features a folder, hangtag, coaster, box,

table tent and brochure with 14 different papers sampled and dozens of

extraordinary print demonstrations, each achieved on an HP Indigo 7000

using universally sized digital press sheets such as 18x12 and 19x13.

Neenah intends to expand the opportunity for short-run print solutions

by demonstrating a truly wide range of versatile, high performing digital

paper choices. And, if a customer sees something they want to recre-

ate in EXPLORE, Neenah offers an online portfolio of custom dielines

available free, for download in the formats requested most often, Adobe

Acrobat (pdf) and/or Adobe Illustrator (eps).

For more information and other Neenah

products, visit www.neenahpaper.com

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Strategies of rejuvenation for 2015By Mark Wallace Maguire

CANVAS P17

It’s here again. Yep, that time of the year. The fourth quarter. It’s not only time to make those final sales and wrap up those books,

but also the time to look ahead and strategize. To develop plans. Maybe to re-invent what your company can do for your sales tactics or even your strategy itself. It’s time to recharge. With that in mind, here’s a look at some of what’s on the horizon for printers in 2015.


Recharging

Change has

been in the air

and, especially, in

the printing world

for well over a decade

now, as many printers

have adapted to the advent

of the digital age. In addi-

tion to changing some of their

base products, printers also have

added new features to their current

business model.

And while eyeing new opportuni-

ties and paths for cash flow are critical

– we’ll get to that a little later – there

is something to be said for sticking to

what you do best. In other words, if the

linotype isn’t broke, don’t fix it.

Deborah Corn, principal and chief

blogger of the Printerverse for PMC

(PrintMediaCentr.

com), says that

diversifying your

printing options will

be key in 2015. “Print-

ers print. As a buyer, that is

what I need them for. Do that

well, help customers print more

by printing smarter and we are

good. And when it comes to grow-

ing business, look into more print

channels, especially wide format.”

But you can’t just go with the flow;

you need to make what you provide

the market place unique. “Since print-

ers print, the best way they can help

me with my projects is to help me

stand out without breaking the bank,”

Corn says. “This can be achieved by

cool finishings, new substrates, and,

yes, working with partner companies

to incorporate marketing technologies

if they are relevant and focused on a

real user experience.”

Standing out is a part of the process

that Jules Van Sant believes in as well.

Van Sant, executive director of the PPI

Association, touts printers that use

unique die cuts, finishes, unique sizes,

customization and personalization.

She says printers that have any prod-

ucts that will cut through the multi-

media world we live in, grabs atten-

tion and drives action will be vital to

success in 2015.

Fortune favors the boldWe’ve established that print is not

dead, right? Well, success also can be

achieved by entering into new arenas

“Measurement of

success isn’t about

selling equipment/

labor hours, but

first about securing

solutions for a set

of clients who have

multifaceted needs

and would benefit

from a single supplier

to partner with.”

– Jules Van Sant, Executive Director, PPI Association

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Recharging

and partnerships.

“This is where real

innovation happens [for

companies], and it can work,”

says Dr. Timothy Blumentritt,

associate professor of manage-

ment at Kennesaw State University

in Atlanta.

Blumentritt says the challenge for

companies is to behave and think

entrepreneurially while still staying

true to their core customers. “In some

sense, printers, at their core, facilitate

communication. Putting ink on paper

has been the traditional way that they

do so, but as the world of communi-

cations changes, so must printers. In

responding to novel ventures within

printing, companies are only limited

by their imaginations and willingness

to invest in new ventures.”

Corn says that printers should not be

intimidated by the industry’s chang-

ing landscape, but should view every

challenge as an opportunity to learn,

re-adjust, and then come back fighting

harder for print dollars that may have

been allocated elsewhere.

“If printers aren’t already jockeying

for position in the photobook/short run

CANVAS P21

book-making market or creating a reve-

nue stream from digital asset manage-

ment of customer files, they are already

behind,” Corn says. “Unless you want

to enter packaging – which isn’t unfath-

omable with some of the new presses

out there, bookmaking and digital asset

management are the smallest steps to

big returns if you have customers for it.”

Break the mold or just re-envision it?Before diving into diversifying, it can

be profitable to rethink your busi-

ness model as a whole. Step back.

Re-examine. Evaluate. Maybe that

sounds esoteric, but it can work.

How so? How about a printer that

enacts a paradigm shift across the

board? “Traditional printing firms

can also shift their management style

from manufacturing and craft to a

service-based model,” Van Sant says.

“Measurement of success isn’t about

selling equipment/labor hours, but

first about securing solutions for a

set of clients who have multifaceted

needs and would benefit from a

single supplier to partner with. Utili-

zation of existing and new technol-

ogy, equipment, specialized person-

nel and niche partners create a

results-oriented sale where the price

is no longer the deciding factor, but

rather the results.”

Manufacturing to service? Introduc-

ing digital services to a print indus-

try? This can all sound a bit much. So

where do you start?

“You have to make a plan,” Van

Sant says. “Know your strengths

and be flexible while implementing.

Don’t be afraid to change personnel,

software, hardware to find success.

Educate yourself and your staff so

they can be stellar. Work as a team,

with a solid, single mission shared

between applications, departments

and customers.”

The importance and value of

rebooting your strategy should not

be underestimated. Dr. Blumentritt

echoes those sentiments and stresses

how important it is to make a plan.

“Every company has to step back and

take a fresh, truthful look at its sources

of competitive advantage,” he says.

“This must be an outside-in analysis,

as managers are often too close to before diving into

diversifying, it can be profitable to rethink

your business model as a whole. step back. re-examine. evaluate.


Recharging

their own operations to

be objective; sometimes

it’s hard to see your own

nose. Then managers have to

be creative to understand how

those advantages will work in the

changing business markets.

Decisions on how to approach the

future must come from careful evalu-

ation of the company’s competitive

strengths combined with a solid

perspective on the future. “No

company can predict the future,”

Blumentritt says. “Managers should

not keep crystal balls on their desks.

Making decisions on diversification is

not always a process of making big

bets. The real goal for companies

should be creating the organizational

agility to respond to market dynam-

ics as they develop. Companies that

remain entrenched in the past will

find this very hard to do.”

The past is the past and 2015 is

upon us. It’s time to get to work.

“Putting ink on paper has been the traditional way that they

do so, but as the world of communications

changes, so must printers.” – Timothy Blumentritt, Associate Professor of Management,

Kennesaw State University

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CANVAS P25

The value of youWhy you’re one of the most important

factors in the selling equation by linda bishop

I have some bad news for

you. One of your clients is

considering ways to reduce

their print spend. Sure, they

like you and your company. You’ve

done a great job for them over the

years. But they want to increase

their social media reach; shoot some

videos for YouTube and participate

in a new tradeshow. That means

budget dollars will be reshuffled.

Customer newsletter – gone.

Direct mail – reduced.

Mid-year catalog – gone.


The value of you

When your client thinks through

these decisions, they don’t consult

you. And they’re not going to call

you after the decision is made. You’ll

find out when you check in on the

specs they always need. And then

it happens: “We’ve decided not to

print that again, but don’t worry,

we have a couple of other projects

coming up. When we’re ready, we’ll

give you a call.”

For most salespeople, this response

evokes a tandem response. You’re

comforted (at least they didn’t give

the job to a competitor) and unsettled

(you just lost a big chunk of business

you’ll need to replace).

When you’re selling up to people who want to buy, stay

focused on the value your company provides and your

personal value.

Over the years in the pages of this

magazine, I’ve mentioned the statis-

tics for revenue attrition. On aver-

age, sales professionals annually lose

10 to 15 percent of their business. In

some cases, the reasons are obvi-

ous. In others, the client continually

compliments you and your team on

performance. These are the happy

customers that will buy less, which

means you must find other ways to

expand your business.

High-performing sales profession-

als have a deeper understanding of

value than their average competitors.

The dictionary defines value as relative

worth. For sales pros, that translates

into providing recognizable and desir-

able differences to their customers.

Either you help them solve a problem

or you make them better off in some

other significant way.

Customers assign and evaluate value

along three dimensions

• The value of the product or

service to an organization

• Your company’s value

• The value of you

The value of the product or serviceTwo different salespeople, Vance and

Vicki, call on the same prospect. Both

reach the marketing director, Bob, by

phone. Bob tells each that his company

doesn’t use much print anymore.

Vance immediately goes into an

impassioned defense of printing. He

shares all the wonderful things it can

do and offers 14 different industry links

touting its value. Bob listens politely,

but still refuses Vance’s request to

meet. Vance makes it his mission to

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The value of you

change Bob’s

mind. He spends

the next 15 minutes

putting together an

email and, for the next

two years, calls Bob at least

once a quarter to check in.

Vance never makes a sale.

Bob also talks to Vicki. When he

mentioned they don’t use much print

anymore, Vicki listens politely, and then

asks, “How are you getting customers

these days?” Bob says they’re finding

success with inbound marketing and pay-

per-click advertising. Vicki, recognizing

that printed materials are not an equiva-

lent substitute for pay-per-click advertis-

ing, thanks Bob for his time. Later on, she

mails him a note with her business card. “If

anything changes,” she writes, “Please give

me a call. I would love to be of assistance.”

Bob, impressed by Vicki’s profes-

sionalism, keeps her card. Six months

later, he reaches out to Vicki about

an event his company is organizing.

Because he needs printing done, Vicki

lands the business.

What is your mission? Is

your company paying you to

convince people to use printing as

a communication medium or is your

job to sell to people who currently

buy printing and will consider buying

it from you?

We all know it’s easier to sell to

people who want to buy what we’re

selling. The value already exists. It is

inherent in the product and services

you sell, so you don’t have to turn a

buyer into a believer – a missionary

selling activity that is time-consuming

and tough to do.

When you’re selling to people who

want to buy, stay focused on the value

your company provides and your

personal value.

Your company’s valueEvery buyer has been subjected to a

long droning monologue by a sales-

person that mistakes capabilities for

value. But it’s not just about persuad-

ing the buyer, it’s about informing him.

Your company’s value is built on

the benefits you deliver. There are

functional benefits, like your ability to

handle a mailing project from end-to-

end. And there are emotional benefits,

such as the peace of mind that comes

from choosing a company with experts

on staff.

The first step to sales success is

understanding your company’s bene-

fits. The second is knowing how to

High-performing sales professionals have a deeper understanding of value than their average competitors.

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The value of you

Linda Bishop, a longtime veteran of the commercial printing industry, is the founder of Thought Transformation Inc.

(www.thoughttransformation.com), which trains and consults companies and sales professionals on how to sell more and

reach their full potential. You can reach her at [email protected].

present them to a buyer in an engag-

ing way that interests, intrigues and

sparks a conversation.

Engaging buyers takes thought

on your part. Pay attention to words

because they matter. And remember

– small tweaks can move messages

from informational to inspirational.

Be cognizant of your delivery style.

Do you speak positively about your

company and the benefits it provides?

Is your message polished? Is there a

variation in your tone and pacing? Do

you use pauses for dramatic effect?

If you want to do a better job of

communicating value, here’s an exer-

cise you can try. Videotape yourself

answering the question, “What’s

different about your company?”

Critique yourself. Look for ways

to improve your words and delivery.

Your company’s value is built on the benefits you deliver.

Remember that small nuances often

lead to big success when you’re selling.

Increase your personal value to your customersPeople buy from people. Before prospects

buy from your company, they’re deciding

if they want to buy from you. That decision

depends on multiple dimensions.

• Knowledge and expertise demon-

strated by the sales rep related to

the products and services to

be purchased

• Rapport building, listening and

communication skills

• Responsiveness

• Trustworthiness as demonstrated

by the ability to make commit-

ments and keep them

• Overall intelligence when discuss-

ing topics of concern to the buyer

High performers always look for

ways to improve their personal value.

They focus on areas where better skills

translate into increased revenues and

more success. When a call goes great,

they ask themselves, “Why did that go

so well?” When a call goes badly, they

ask themselves, “What happened?”

If you want to improve sales results,

remember that improvement begins

with “I” and start there.

Zig Ziglar said, “You are the only

one who can use your ability. It is an

awesome responsibility.”

If you want to sell more, start by becom-

ing a better communicator about your

value and the value of your company.

There are plenty of people who want

to buy what you want to sell – if you can

persuade them to buy from you.

Good selling.

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Now hiri

ngby Michael J. Pallerino

CANVAS P33

10 jobs coming to a print shop near you

These are different days

for the printing services

industry. But you already

know that. Everything is

evolving – everything. Technology. The

production process. How you print and

how much your customers want. There

are shorter runs and shorter lead times.

Things continue to go digital and mobile

in the blink of an eye. Your to-do list

includes tracking marketing trends and

initiatives as much as it does paper and

ink quantities.

And the list goes on and on.

Now hiri

ngby Michael J. Pallerino


Now hiring...

Too many naysayers want to

proclaim that “print is dead.” But the

printing industry isn’t going anywhere

– it’s just evolving. And evolution

means opportunity abounds.

Over the next 10 years, the total

job growth in America is expected

to increase by 15.3 million, or 10.1

percent, according to the U.S.

Bureau of Labor Statistics. Job

openings created by retired work-

ers or ones who leave their compa-

nies are expected to exceed twice

the amount of job openings due to

economic growth. The majority of

these openings will be in the service-

providing industries, rather than the

goods-producing industries as has

been in the past.

Overall, the Labor Bureau reports

that the majority of in-demand

careers from now until 2018 – where

a post-secondary degree is required

– are expected to account for one-

third of the total job availability. The

“The fast changing world necessitates hiring people for

jobs, knowing those jobs could

change drastically because of

rapid changes in technology.”

– Brad Smart, Ph.D., CEO, Topgrading Inc.

fastest growing careers and industries

are concentrated in several fields,

including technical consulting, scien-

tific, computer systems design, and

management and healthcare. These

positions are expected to provide 2.1

million jobs by 2018.

In an industry defined by continual

innovation and disruption, today’s

printers must take a long hard look

at what the future holds, and just

how diverse their work forces will

be. “The single most important

point is that our industry’s labor

markets and critical skills – like our

services, markets and competition –

are being redefined,” says Andrew

D. Paparozzi, senior VP and chief

economist for the National Associa-

tion for Printing Leadership (NAPL).

“Put simply, we need new skills for

our new industry.”

Paparozzi believes that the printing

services industry must be prepared

to compete economy-wide for these

type of skill sets. “The people who

have these skills can work anywhere.

We have to make the case for our

companies and for our industries. The

question isn’t why should they work

for us instead of the printer down the

road, it’s why they should work for us

instead of the bank or IT company or

healthcare facility or university down

the road. We have to understand what

motivates the new generation and

what kind of work environment they

thrive in. These employees have very

different expectations from our tradi-

tional employees. We have to know

how to hire and retain them. We aren’t

just talking about hiring people who

are just like the people we’ve been

hiring for years.”

The key to success moving forward

will be to cultivate a flexible, adapt-

able labor force that can work where

and when it is needed. In today’s

competitive and complex printing

landscape, the strong aren’t the ones


Now hiring...

getting stronger, it’s all about who’s

the most flexible and adaptable.

Workplace experts believe the U.S.

workforce is facing a talent deficit

that will force companies to hire and

promote people who are not fully

qualified. That’s a bet Brad Smart,

Ph.D., CEO of Topgrading Inc., says is

a poor one to place. “Every company

we work with is concerned, and I’m

sure you’ll get the alarming stats,” says

Smart, whose company specializes in

hiring and promoting professionals.

“At all levels of companies there is the

increasing quandary of paying more

and more for qualified people or hiring

less qualified (for less money) people

and training them.”

Take the recent Wall Street Jour-

nal article, “Mothers, Tell Your Chil-

dren to be Software Coders,” which

details how a shortage of computer

coders created a market where

young professionals are making up to

$150,000 per year as programmers.

“The fast changing world necessi-

tates hiring people for jobs, knowing

those jobs could change drastically

because of rapid changes in tech-

nology,” Smart says. “A shortage of

coders is the tip of the iceberg, and

that tip is that technology is becom-

ing increasingly important to many

industries, printing included.”

And the speed of changes in tech-

nology is causing companies to change

rapidly. It is changing their strategies,

their organizational structures and

their jobs. Smart says the survivors

of the printing industry’s transforma-

tion are case studies that prove this

point. “Those who don’t just survive

“The single most important point is that our industry’s labor markets and critical

skills – like our services, markets and competition – are being redefined.”

– Andrew D. Paparozzi, Senior VP & Chief Economist, National Association for Printing Leadership


Now hiring...

The key to success moving forward will be to cultivate a flexible, adaptable labor force that can work where and when it is needed.

Strategic Planning (CEO, COO)Is it best to be a printer? A marketing service provider (MSP)? Strong management

teams and leadership will help you decide whether to diversify or become a special-

ist, as well as improve your organizational efficiencies.

Financial Management (CFO)With shrinking margins, printing companies will need financial expertise on invest-

ment decisions, how to increase client revenue and decrease costs, etc.

Consultative/Program SellingThe key to success will be hearing your customer’s voice more clearly, because

that’s where value creation starts. Innovative sales teams will be among your

greatest assets.

Communications SpecialistThis skill set may be the mother of all job responsibilities moving forward, as more

brands make telling their stories a priority for building their audiences.

Marketing Specialist/Research AnalystThey have their fingers on the pulse of what sells and what doesn’t. Skill sets

such as researching market conditions and gathering information on competi-

tors, prices, sales, and methods of marketing and distribution will be vital in

the MSP evolution.

To help you get in step with our indus-

try’s ever-changing landscape, here’s a

look at some of the jobs that will be on

the rise over the next five to 10 years:

but flourish in a warp-speed changing

world hire super adaptable people who

are great at growing into new jobs.”

Welcome to the new generationThere is no denying that the job

market will have a different look over

the next 10 years, especially as Millen-

nials continue to find their grooves.

In a publication that Topgrad-

ing publishes for its clients, noted

human resources expert and author

Chip Espinoza wrote that Millennials

(those born approximately between

1983 and 2001) are taking over the

world, and that it is imperative that

today’s companies discover the core

competencies for managing this type

of workforce.

“It’s simple demographics – popu-

lations of most western countries are

aging and the Millennials will dominate

the workforce in the next five years,”

says Smart, who worked with Espinoza

to edit the piece. “They are not coming;

they are here, and traditional companies

are not adapting fast enough. They are

blogging 24/7 and letting their 1,000

friends know which companies are

great to work for and which are

stuck in the old ways.”

CANVAS P39

Art Directors/Graphic DesignersCreating visual styles and concepts that can communicate ideas to inspire, inform

and captivate consumers will be a growing need for evolving print shops.

3D Designers/ModelersAs 3D printing capabilities continue to evolve, these types of jobs will flourish,

especially on the design side, as printers will need designers who can take a prod-

uct idea and translate it into something that can be brought to life. Along with

designers, CAD experts with the skills and expertise to convert product designs

into digital blueprints will be in demand.

Data Processing & AnalysisWith the printing industry’s future more closely tied to personalized, relevant

content and communication, jobs that can create, access and manage complex

databases will be essential.

Information Technology (IT)Because we are in the information business, this highly specialized skill set remains

critical to every company’s business model.

Specialized Design Services (Web Design & Software Design)These are the “jack of all trades” positions that can help you navigate through the web

world. They not only create web pages, web applications and web content, but also

possess an excellent understanding of what makes a good operating system, what the

average surfer finds visually stimulating and how to optimize sites for mobile tech, etc.


intErviEw with ran avrahamyFinal thought

Ran Avrahamy

AppsFlyers’ Ran Avrahamy on what makes a good marketing exec

You can call Ran Avrahamy one of those mobile, social, new media

and all tech-related geeks. It’s okay, his profile is written that way

on the company’s website. Avrahamy is the head of marketing

for AppsFlyer – a leading platform for mobile attribution analyt-

ics. With offices in San Francisco, China, Israel and the UK, AppsFlyer allows

app developers, brands and ad agencies to manage, measure and opti-

mize their entire mobile user acquisition process across all media sources,

including paid, organic, viral and social. Before joining AppsFlyer, Avrahamy

co-founded the social messaging platform company Scringo, which empow-

ers mobile apps with social and communication capabilities.

Define the role of today’s marketing executive.The advertising industry has been utterly

transformed in the wake of the digital

revolution. Modern marketers bear little

resemblance to the ad execs depicted

in the TV show “Mad Men.” Instead of

three-martini lunches that produced

campaigns relying on blanket coverage

across a limited number of media chan-

nels, today’s marketers are data-driven

and ROI-focused. Those who are most

successful find the technology, unbi-

ased data sources and analytics solutions

they need to move beyond “spray and

pray” techniques, and install metrics to

drive purchases and generate genuine

customer engagement.

What type of pressure and challenges are they under?Until very recently, marketers had to rely

heavily on their instincts or ad hoc metrics

cobbled together on their own to justify

ad spend. It has historically been a chal-

lenge to demonstrate real value delivered

by investment in various channels, which

made board presentations awkward.

Marketing today is a lot more compli-

cated than it was a few decades ago.

The number of advertising channels has

grown exponentially, and company exec-

utives demand greater accountability.

The complexity of today’s marketplace

calls for greater transparency – marketers

must know where their money is going

and which channels are driving results.

What are the rewards? Today’s data-driven advertising environ-

ment is a 180-degree turn from the old-

school approach depicted in “Mad Men.”

Modern marketers are more goal-focused

and numbers-conscious. They don’t simply

throw money at sources and hope some-

thing pays off in the form of better conver-

sions and audience engagement. They

actively seek to optimize their strategies in

real time.

What makes a good marketing executive?Thanks to the greater number of mobile

advertising venues and the technologies

involved, today’s marketing environment

offers many more opportunities to effec-

tively target customer groups and identify

which traffic sources deliver results. Market-

ers in the 21st century who can find an

unbiased source of metrics and the analyt-

ics they need to optimize their campaign

strategy can generate results Don Draper

only dreamed of delivering.

What are the keys today for every marketer?They need to take a page from digital

transparency trends like quantified self,

moving toward real-time data analytics that

track and measure every campaign, ensur-

ing their efforts are results driven and find-

ing a way to easily translate complicated

data for the rest of the company. People

have been gathering and analyzing data for

years, of course, but technology is making

it faster and easier to keep track of a vari-

ety of inputs and use analytics to drive

decision-making. Call it the quantified self-

movement of advertising.

the complexity of today’s

marketplace calls for greater transparency –

marketers must know where

their money is going and which

channels are driving results.

Ideas that MatterSince its inception in 1999, 500 nonprofit projects have been funded with $12 million worldwide to causes that enhance our lives, our communities and our planet. This strategic initiative powerfully illustrates how print can promote social good.

Off RegisterIt’s no surprise that printers love Sully. He gets to say everything you guys are thinking. He gets “it”…because we get it.

Print & Sappi’s Print & explains the influential role of print in this rapidly evolving environment and provides helpful tips on how to succeed in a world of the ever changing “next big thing.”

eQProviding videos, white papers, eQ Blog, eQ Tool, and product benefits statements all to help you lead the conversation when it comes to paper and sustainability.

The Standard Sappi is committed to promoting the viability and relevancy of print. One of the ways we bring this commitment to life is with The Standard, our series on how to use print to create unique and compelling campaigns.

Printers of the YearCelebrating how your hard work is an art form and rewarding this work with much needed financial resources to strengthen your marketing and branding initiatives.

Digital Design Center Personalizing your marketing collateral to help you sell your unique digital printing capabilities.

Why you should expect more from your paper and your paper company.In these challenging times, you need more than just the highest quality paper competitively priced. You need a paper company that genuinely understands what you’re facing everyday and is constantly working to help you succeed now and in the future. That’s Sappi.

For more information on any of these important initiatives, please contact your Sappi sales representative, or call 800.882.4332.

Growing the Future Sappi continues to make capital investments to ensure our paper mills are state-of-the-art and globally competitive. We’ve invested over $37 million in our paper machines this year alone.

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Choose Ricoh’s 1to1 Create for the best way to create,

launch, track, manage, and modify ready-made personalized

multichannel marketing campaigns. Its single integrated

cloud-based platform makes getting started in the business

easier than ever before. So start getting personal!

Multi-channel marketing made easy.

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canvas magazine | recharging | december 2014

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