canvas magazine | the 3d generation | february 2014

What the technology could mean to youSelling to C-suite decision-makers

Why nobody’s reading your emails

The long haul

EmpowEringmarkEting

SErvicEprovidErS

FEbruary 2014

©2014 EFI. All rights reserved.

From Fiery® to superwide inkjet, from the lowest cost per label to the most automated business processes, EFI™ has everything your company needs to take off. Visit rocket.efi.com/takeoff1

WHILE OTHERS

PROMISE YOU

THE MOON

EFI PROMISES YOU

THE ROCKET

CANVAS P1

FEbruary 2014

Publishermark potter > [email protected]

Creative direCtorbrandon clark > [email protected]

Marketing Managertaylor knowles > [email protected]

Managing editormichael j. pallerino> [email protected]

art direCtorbrent cashman

Contributorsjustin ahrens, linda bishop, howie fenton, john foley, jr., ryan sauers, barbara trautlein, brian sullivan

editorial boardchris petroglobalsofttom moedaily Printingdean petrulakisrider dickersondavid bennettbennett graphicstony narduccio’neil Printing

www.thecanvasmag.com

@TheCANVASMag

www.linkedin.com/groups?gid=1797952

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

Canvas, volume 8, issue 1. 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 opus® dull Cover 80lb/216gsm and opus dull text 80lb/118gsm, an industry-leading, environmentally responsible pa-per. opus contains 10% post consumer waste and FsC chain of custody certification.

FEATURES

DEPARTMENTSP2Publisher’s ThoughtsMultidimensional

P4Why cause work is a trend you can’t ignoreP6The do’s and don’ts of multichannel marketingP8Leading like a leaderFive strategies for creating change that matters

P10The Corner Office

Marketing Insights:book rec: Power branding

viewing in the new generation

how do you social?

P12People Newsthe Power of one

loading up

the Magnificent 11

People Moves

Awards & Honors

Mergers & Acquisitions

P14MSP Product Spotlightsefficiency, effectiveness goal of Canon’s new océ varioPrint 6000+ series

new Western states envelope gives edge to direct mail messages

P40Amazon’s Gene Farrell on how to succeed in 2014

P16The 3D GenerationWhat the technology could mean to you

P24Selling to C-suite decision-makershow you can get started today

P30‘I know you saw my email. So why didn’t you respond?’how to get through the filters to deliver a compelling and actionable email

P36The long haulbuilding your company for growth

“3D printing is but one tool to explore innovation and cost reduction, to

determine if a product can be built stronger with less material.”

– Andy Coutu, President, R&D Technologies

©2014 EFI. All rights reserved.

From Fiery® to superwide inkjet, from the lowest cost per label to the most automated business processes, EFI™ has everything your company needs to take off. Visit rocket.efi.com/takeoff1

WHILE OTHERS

PROMISE YOU

THE MOON

EFI PROMISES YOU

THE ROCKET

P2 CANVAS FEbRUARy 2014

Mark Potter

Publisher

Twitter @markricepotter

Who wouldn’t want to be multi dimensional? When you have many different

facets to your life, you become more interesting and attractive. Subse-

quently, being two-dimensional and static can be downright boring and

uninspiring.

I recently saw a statistic where the printing industry made a Top 10 list for jobs eliminated

between now and 2018. And while that is not a list any of us want to be on, it doesn’t mean

our fate is sealed. In fact, all it means is companies that define themselves in a two-dimen-

sional way are destined to struggle.

We must have more dimensions both personally and professionally. It allows us to be more

interesting and create more surface area. In other words, when you have more surface area,

there is a greater chance to be discovered and make contact. It also means you probably will

carry more weight.

When we define ourselves by the two dimensions of

print, we become smaller to our clients. We simply are not

as dynamic as we need to be relevant. In turn, for us to be

dynamic and more important to our clients, we must have

more depth. And depth can only be created through high

levels of understanding.

In this issue of CANVAS, we hope to create a little depth

ourselves while helping you see a different side to your busi-

ness. Our cover article, “The 3D Generation,” taps into new

dimensions – literally. It is a great perspective on this tech-

nology that is not really that new.

While 3D printing may or may not be something you dive

into, it certainly is fascinating stuff and will most definitely

play a role in our everyday lives. That is just the snowball

effect of progress and ingenuity taking place. However,

buying a 3D printer, and then trying to sell it is no different

than buying a press and trying to sell print.

We must have the trust of the client. They must perceive us as somebody who can fill those

needs. In other words, don’t just get the mousetrap and then go look for mice. Identify that

you have a mouse problem, first.

I hope that CANVAS continues to add something special to your world through thoughtful

content. It is our goal to be able to help add the element that spurs you forward. Or should

I say “propel you into a new dimension.”

Warmest regards,

Multidimensional

We must have more dimensions both

personally and professionally. it

allows us to be more interesting and create

more surface area.

publiShEr’S thoughtS

In every town and in each individual, the American spirit runs deep. It’s working hard, having fun, keeping it simple. There’s a pride that comes with the freedom to follow your own path, and the grit to succeed. Achieving independence by consistently outperforming the competition.

www.unisourceworldwide.com

visit us online to request the new swatch book, sample sheets or dummies.

uBRAND®

American-made


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’s on twitter –

@justinahrens and @rule29.

by JuStin ahrEnSdESign

Why cause work is a trend you can’t ignoreidentifying ways you can aid organiza-

tions that already are doing something

to address the matter, such as the work

that Amazon Smile is doing on behalf of

non-profits. Other times, you may have

to address the issue head-on yourself,

as CEO Tony Hsieh of Zappos has done

with his Downtown Project.

Whatever issue it is that speaks to

you, I would encourage you to try

to bring others in. Use the audience

that you already have to join you in

the pursuit. Imagine the change that

is possible when a company joins

with its customers and fellow indus-

try members to address an issue that

has very real consequences. This kind

of work has the potential to not only

change societal ills, but also has the

potential to change entire industries

of professionals.

Ultimately, while it seems to be

a trend, cause work is something I

sincerely hope will be around for a

very long time. I think the implications

for society are too great and the abil-

ity to transform industries is indefinite.

It is an opportunity for comfortable

professionals to be re-inspired and

impassioned. It’s also a chance for us

to play a part in the story that is much

bigger than us and see change in

our time.

desires to address the void our hearts have for

things beyond ourselves.

In my opinion, the socially conscious trend

cannot and should not be ignored. This sort of

work not only keeps you relevant in an age that is

increasingly becoming more aware of global situ-

ations, but it also has the power to revitalize your

company’s passion and imagination.

Not sure where to begin? A good starting point

is to evaluate issues you feel strongly about. Ask

yourself, what boils your blood? What keeps you

up at night? These sorts of evaluations allow you

to see what would inspire passion in your work

and keep you enthused about the job that must

be done.

When you have identified an issue that really

speaks to you, the next step is to figure out a way

that your particular line of work could intersect

with the issue. Sometimes this can be as simple as

A lot of industries have taken up the call to play a part in a variety of social

causes. Amazon Smile. The Downtown Project. Give With Target. Each of

these initiatives have been developed by their respective companies as a

way to give back and have a lasting impact on social issues.

So, why are companies that do good business and excel at what they do taking

part in this trend, often at the cost of themselves? Obviously, a part of it is public

perception. It just looks better when a company is known for giving back. But it

has to be more than that.

As humans, I truly believe we consciously and subconsciously take note of the

common themes that drive the story of the human race: suffering, hope, injustice

and love, just to name a few. And we want to play a part of the story. I would argue

that there is an innate desire in us to be part of something bigger than ourselves, a

story that is broader than our specific industries. Even in the biggest corporations,

this desire finds its way to the light.

We are drawn to be a part of

the story, not only because of

our sense of compassion, but

also because of the promise

it has for renewal and inspi-

ration. As companies have

become disenchanted with

the pursuit of success and

money for their own sake, I

believe this shift toward cause

driven work reflects our innate

Whatever issue it is that speaks to you, i would

encourage you to try to bring others in. use the audience

that you already have to join you in the pursuit.

C

M

Y

CM

MY

CY

CMY

K

M3_Mohawk_Co-op_CanvasQ2_8.5x13.pdf 1 1/9/14 12:59 PM


by John FolEy, Jr.mobilE mEdia

The do’s and don’ts of multichannel marketing

Building a successful multichannel marketing campaign is a bit like baking

a cake. For the recipe to be a success, you must add all of the right ingre-

dients. In our previous article (“The Lowdown on Multichannel Market-

ing,” December 2013), we examined tips and tricks for planning a multichannel

marketing campaign. Now let’s take a look at some do’s and don’ts for executing

multichannel campaigns that will keep your clients and their customers happy.

Do Know Your AudienceIt sounds simple, but knowing your target market and where to find them is key to

implementing a successful multichannel campaign. Does the campaign speak to

those of a certain age, for example? Rigorous market research and planning is a

best practice that will ensure your campaigns are targeted and relevant.

take l’oreal’s Yves saint laurent campaign, held during new York Fashion

Week. taxis were outfitted with Qr codes that lead to relevant videos. by knowing

where their audience was going to be, l’oreal tapped into the captive audience

and gained a 7 percent conversion rate, plus an 80 percent increase in consumer

downloads of the related app.

Do: Use robust testing and market research to understand your audience.

Don’t: Roll out campaigns that lack a specific target and focus.

Don’t Miss Your Chancein our previous article, we discussed the importance of having a good landing page.

the flashiest multichannel campaign won’t provide good value to your customers if

it doesn’t include a specific, defined call to action. knowing what action you want

customers to take is vital to crafting a multichannel campaign.

automobile manufacturer buick rolled

out an impressive Qr code campaign that

linked consumers to a video about its latest

model. unfortunately, the video was shout-

ing in a vacuum. there was no call to action,

no purchase link and no clear path for the

consumer to follow next.

Do: Ensure that every part of every campaign

has a defined purpose and outcome.

Don’t: Include cross channel media “just because”

without a defined aim.

Do Know How You’ll Measure Your ResultsYou know it’s vital to use the results of a

campaign to plan your next stage. A multi-

channel campaign can get messy quickly in

terms of results, thanks to the need to track

statistics across multiple channels. Know-

ing how you’re going to gather and analyze

results is vital for any campaign.

restaurant chain red robin combined

gaining statistics on visiting patrons with

an engaging Qr code campaign. Custom-

ers were given a scannable flyer with their

bill, offering entry into a daily $1,000 prize

drawer in return for sharing their feed-

back. the result? valuable insights that

the brand could use to review its business

strategy, gathered in a straightforward

and easy to understand way.

Do: Plan what data you’re going to

collect, and how you’re going to

collect it across all channels.

Don’t: Rely solely on conversion rates

or Facebook likes. You need all the

statistics together for an overall picture.

Don’t Neglect PlanningIt’s good practice to look at each

element of your multichannel campaign

and make sure all the resources are in

place to carry it out. Attention to detail

is vital, whether that means training

all staff on how to use the campaign

“voice” when tweeting or making sure

every link does what it should.

don’t let a lack of planning create

a bad Pr nightmare for your clients.

When timothy’s Coffee decided to

use social media to offer a free sample,

a lack of planning meant demand far

exceeded supply, leading to many

disgruntled customers.

Do: Go over all the details of your plan

and make sure every element of your

campaign works.

Don’t: Skip over anything. One little

mistake can reflect badly on your

client’s brand.

Planning, executing and measuring

a multichannel campaign takes dedi-

cation and forethought. Formulating

and sticking to your own best practices

will increase the chances of success for

both you and your clients.

John Foley, Jr., is Ceo of

interlinkone and grow

socially. Foley also is the

author of three books

available at JohnFoleyJr.

com/bookstore, including

“business transformation:

a new Path to Profit for

the Printing industry,” and

“untethered Marketing:

the role of the Cloud and

Mobile Communications.”

Contact him at

[email protected].

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by michaEl vaughanlEadErShip

Five tips for learning how to think rather than what to think

Understanding “how to think” is vital today.

As organizations and workers, we are faced

with complex problems and situations on a

daily basis in which “what-to-think” solutions

are no longer effective.

Following are five practices that can help

shift our thinking. They are meant to help

teams shed light on a situation by reframing it

from different perspectives. Ultimately, these

different perspectives improve thinking and

increase the value that we – as a team or an

individual – can bring to an organization.

Tip No. 1 – Seek to understand the big pictureMost of the training and tools leaders receive

are good at assessing and fixing a piece of

the organizational system. Fixating on one

thing may improve that one thing, but most

likely it will create multiple new unintended

issues. Leaders who establish a big-picture

perspective not only reduce unintended

issues, they improve collaboration among

their teams because they will work together

to understand the system instead of finding

someone to blame.

Tip No. 2 – Seek to understand the underlying behaviorThe harder a leader pushes the system, the harder

it will push back. The faster a leader goes, the

longer it will take him to get there. Things tend

to get worse before they get better, and the cure

often is worse than the disease. These underlying

system principles explain why leadership is diffi-

cult and why those leaders who seek to under-

stand them are better equipped to address their

team’s needs in new and emerging situations.

Tip No. 3 – Seek systemic changeIf a leader tries to change something in the

direct, obvious way, the system is going to

treat those efforts like any other outside influ-

ence and do its best to neutralize them. Lead-

ers should understand that genuine solutions

require careful consideration of the possible

short- and long-term outcomes to avoid the

pitfalls that drain both the emotional and intel-

lectual energy from their teams.

Tip No. 4 – Seek to surface limiting beliefsA leader’s ability to make quality decisions and

solve problems is directly proportional to his

ability to suspend his judgment. If you look for

the root cause of failed efforts or unproductive

meetings, it often is tied to the biases, flawed

mental models or fears of those involved. The

more a leader surfaces his limiting beliefs, the

more productive and supportive he will be at

serving his teams and making the tough calls.

Tip No. 5 – Seek to evolve a shared visionAn idea can only gain momentum if others

believe in it. That is, their hearts and minds must

be invested in the idea for it to take root and

grow. Too often, leaders are moving too quickly

and overlook the need for their team to evolve

a vision together. When leaders seek alterna-

tive perspectives and incorporate insights from

others, only then do they realize the sustainable

power of their team.

Starting at an early age, the accepted “standard” both of teaching

and learning focuses on “what to think.” In some cases, this approach

proves sufficient and even appropriate. But it can fail spectacularly

in the complex environments of today’s business world. In these complex

systems, learning “how to think” – how the pieces fit together – is as impor-

tant as (or more important than) the pieces themselves.

Michael vaughan is the author

of “the thinking effect:

rethinking thinking to

Create great leaders and

the new value Worker.” in

addition, he is the Ceo and

managing director of

the regis Company.

For more information, visit

www.thethinkingeffect.com

and www.regiscompany.com.

the harder a leader pushes the system,

the harder it will push back. the

faster a leader goes, the longer it will

take him to get there.

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

Learn more or register at www.signexpo.org/canvas.

Here’s a great idea. Come to ISA International Sign Expo 2014

and discover the latest technology and industry innovations that will make

your revenue soar.

Produced by:

sign sales take off?Looking for new ideas to make your

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

Learn more or register at www.signexpo.org/canvas.

Here’s a great idea. Come to ISA International Sign Expo 2014

and discover the latest technology and industry innovations that will make

your revenue soar.

Produced by:

sign sales take off?Looking for new ideas to make your


markEting inSightScornEr oFFicE

Viewing in the new generationIt’s finally happening – mobile devices are gaining traction for

out-of-home viewing. According to “The New Living Room: Your

Connected TV Guide” study by research firm Frank N. Magid

Associates, 25 percent of smartphone

users and 22 percent of tablet owners are

accessing internet stream video content

when they’re away from home. In addi-

tion, the study found

that only 15 percent

of smartphone and

19 percent of tablet

owners access their

devices for video while

at home.

book reC

Power Branding: Leveraging the Success of the World’s Best Brands

by steve Mckee

Hard to believe, but at some point,

every one of the largest, most success-

ful corporations were startups. So,

what enables some to grow bigger and

better, while others stumble along year

after year?

Entrepreneur, award-winning author

and Businessweek.com blogger Steve

McKee says the difference is that the biggest and best brands

aren’t slaves to conventional marketing wisdom. McKee shows

by example how the same, sometimes counter-intuitive, strat-

egies used by the biggest brands also can best serve small

and mid-sized companies. How can a company grow big by

thinking small? Why do the best companies sometimes avoid

being better? Why do brands that create the most memorable

advertising stay away from focus groups? What is the secret to

an effective slogan?

“Power Branding” goes inside the stories of iconic compa-

nies such as Coca-Cola, McDonald’s and General Motors, and

new media models like Google and Facebook. McKee looks

at a business’s most valuable but misunderstood asset – its

brand – and aids readers with a look in the mirror at how they

are managing theirs.

Not just another book on branding, McKee helps you cut

through information overload and use audience, strategy,

creativity and execution to build a long-lasting brand that can

withstand the perils of instant gratification.

“Power Branding” is the right read to start off a new year of

branding strategies.

Mobile social advertising is still in its infancy, and most platforms’ ad units are still rather basic, but as agencies and brands work more with platforms on new and innovative ways to leverage their

platforms as part of meaningful communication and interaction programs with their users, the potential for mobile social advertising is huge.

– Tiny Rebellion Chief Strategist Amir Haque on whether social mobile consumers can continue to recall brands at such a high level or eventually will decide to tune out the ads

The percent of Generation X consumers that logged on to a social media account at least monthly in 2013, according to eMarketing’s “Generation X: A Forgotten Population That’s Well Worth Remembering” report. Analysts say these 65 million people remain an important – and often overlooked – internet demographic, with nearly two-thirds accessing Facebook regularly.

CANVAS P11

markEting inSightS

How do you social?New report shows Facebook still king;

Pinterest gaining ground

Another day, another round of Likes. According to Pew Research Center’s “Internet Project Tracking Survey,”

Facebook still is the king of social media among a study of online U.S. adults 18 years and older. In fact, the survey

shows that nearly everyone on social media is on Facebook. Here’s a look at how the other social sites fared:

18 percent

Twitter 17percent

Instagram

22 percent

LinkedIn

21percent

Pinterest71percent

Facebook


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

updatES From thE induStry pEoplE nEwS

It’s all about giving your customers

what they need. That was the genesis

behind Shawmut’s recent acquisition

of HK Graphics, the Boston-based

printer that has served large adver-

tising agencies, corporations, design

firms and industrial market needs for

the past 37-plus years.

Shawmut VP Michael Peluso says the

addition of HK Graphics, especially its

strength in wide format digital printing,

creates a huge growth opportunity.

“Satisfying the needs of our clients is

our No. 1 priority,” Peluso says. “This

acquisition allows us to do just that by

expanding into the ever-popular wide

format arena. We are very much look-

ing forward to this partnership, joining

two family-owned and family-operated

businesses with the same core values

to better serve both sets of clients.”

The acquisition not only diversifies

each company’s product offering, but

also requires Shawmut (www.shawmut

printing.com; www.shawmut.me) to

expand its full-service printing facil-

ity by nearly 10,000 square feet adja-

cent to its existing 35,000-square-

foot corporate headquarters, which is

located in the Cherry Hill Business Park

in Danvers, Mass.

The Magnificent 11Ben Franklin Honor Society recognizes industry notables

Loading upClassic Graphics, Creative Marketing Solutions join forces

Not long after being acquired by Minneapolis-based Imagine! Print Solutions,

Classic Graphics announced it was combining forces with Creative Marketing

Solutions (CMS), a move that will help boost its offerings.

The two Charlotte, N.C.-based companies now form one of the largest privately-

owned commercial printing companies in the country. In 2013, the combined sales for

the two companies approached $300 million.

“This is a logical move,” says David Pitts, president of Classic Graphics. “Classic has

enjoyed an enduring relationship with CMS. Having them on our team provides clients

access to a wider array of service options.”

Under the agreement, Creative Marketing Solutions moved into Classic Graphics’

240,000-square-foot headquarters in Charlotte’s Innovation Park, formerly an IBM

campus. Dick Kittle, founder and managing partner of Creative Marketing Solutions,

retired at the end of 2013.

The power of oneShawmut’s acquisition of HK Graphics adds wide format capability into mix

They are among the printing and graphic industries most significant leaders –

industry stalwarts who have made lasting contributions to advancing their profes-

sions to the next level. To honor their achievements, each was inducted into the

Ben Franklin Honor Society of Printing Industries of America.

Your NewS here »»

Inductees include:

» Kenneth Bittner, President & CEO, Diversified Printers Inc.

» Roger Buck, CDC, Marketing Director, The Flesh Company

» Don P. Duncan, Ph.D., Director of Research, Wilkoff Color Corporation

» Norvin Hagan, Owner, Geographics

» John Jaymont, Business Development Director, Southern Region,

Printing Industries of Ohio

» Laura Lawton-Forsyth, President, Lawton Printing Inc. and File E-Z Folder

» Dennis E. Mason, Principal, Mason Consulting Inc.

» Edward McLamb, President, The McLamb Group Inc.

» Mark Michelson, Editor-in-Chief, Printing Impressions Magazine

» Richard Sevigny, Owner, Chromatic Inc.

» Debbie Simpson, President, Multi-Craft

CANVAS P13

People moves

IDC has added Andy Gordon to its U.S. Imaging, Printing and Document Solutions

research team. Along with serving as IDC’s research director, production output

solutions, Gordon will be the lead analyst for its global production and large

format research practices.

Printing Industries of America has named its 2014 officers and board of

directors. Members include chairman, Jeff Ekstein, willow Printing Group;

first vice chairman, David A. Olberding, Phototype; second vice chairman,

Bradley L. Thompson II, Inland Press; secretary to the board, Curt Kreisler,

Gold Star Printers; treasurer, Michael S. Wurst, henry wurst Inc.; and

immediate past chair, Timothy J. Burton, Burton & Mayer Inc. Other board

members include Chip Smith, Marshall and Bruce Company (representing

Printing Industry Association of the South); Chris Feryn, Premier Press,

Portland, Ore. (representing PPI Association); and David Radziej, Printing

Industry Midwest (representing the affiliate managers).

Dscoop has named its 2013-2014 for its North America Board of Directors,

including chairman, Mark Sarpa, Progressive Solutions. Board members

include Jay Dollries, Innovative Labeling Solutions; Mike Duggal, Duggal

Visual Solutions Inc.; Tim Flaman, west Canadian Digital Imaging Inc.;

Gary Garner, GLS Companies Inc.; Chuck Gehman, Standard register;

Susan Moore, DPI Inc., an rPI Company; Howard Owen, Stafford Printing;

Ed Wiegand, The Matlet Group; and Yogev Barak and Jan Riecher, hP. Mike

Fogarty, executive director, leads the board.

NPeS, the Association for Suppliers of Printing, Publishing and Convert-

ing Technologies, has elected Michael V. Ring, president of Xeikon America

Inc., as its new chairman. NPES also added two new directors and re-elected

several previous directors. The new directors include Greg Blue, CEO, manro-

land web systems Inc., and Todd Zimmerman, VP and GM, Fujifilm North

America Corp. Returning directors include Mal Baboyian, executive VP, Produc-

tion Printing Solutions/Large Format Solutions, Canon Solutions America; D.J.

Burgess, president & CEO, Burgess Industries Inc.; Dennis Killion, director

of marketing, graphics, xpedx, and Marc Olin, senior VP and GMr APPS, eFI.

In addition, Mal Baboyian, executive VP, Production Printing Solutions/Large

Format Solutions, Canon Solutions America, was named treasurer.

Mergers & Acquisitions

Alcom Printing Group Inc., Harleysville, Pa., has acquired the

Macorp Print Group, Souderton, Pa., a move that will further

expand Alcom’s offerings in commercial sheet fed, cold set

web and digital print, and the direct mail, packaging, ware-

housing, fulfillment, distribution, print management and inte-

grated communication solutions areas. The merger also will

broaden Alcom’s scope of premium promotional product

offerings and prompt Alcom to forge into wide format printing.

Konica Minolta Business Solutions u.S.A., Inc. (Konica

Minolta) has acquired Coral Springs, Fla.-based CopySource

Inc. – a move that will increase Konica Minolta’s reach in the

southeast Florida region. As part of the agreement, Copy-

Source will operate as a wholly-owned subsidiary of Konica

Minolta and maintain its current locations in Broward, Miami-

Dade and Palm Beach Counties, as well as its entire roster of

more than 60 employees. CopySource will continue to provide

customers with best-in-class enterprise content management

(ECM) solutions, managed print services (MPS) and hardware.

In addition, CopySource president, Tim Marshall, will continue

to lead the operation and report directly to Rick Taylor, presi-

dent and COO of Konica.

eFI, a customer-focused digital printing innovation, has acquired

Lector Computersysteme Gmbh, a print management infor-

mation system (MIS) developer based in Mönchengladbach,

Germany. The acquisition will help strengthen EFI’s MIS lead-

ership position in Europe. Under the agreement, Lector’s MIS

products will become part of the EFI Productivity Software

family of products. In addition, Lector’s employees have joined

EFI and will report to Sean Whelan, director of EMEA-region

operations in EFI’s Productivity Software business.

Awards & honors

Michael V. Ring, president of Xeikon Amer-

ica, was inducted into the National Associa-

tion for Printing Leadership (NAPL) Walter

E. Soderstrom Society. The organization

and awards are named for the late Walter E.

Soderstrom, one of the founders of NAPL.

r. r. Donnelley & Sons Co. received the “Best

of the Best” award in the publication category of

the “2013 Golden Cylinder Awards,” presented

by the Gravure Association of the Ameri-

cas. RR Donnelley was cited in five categories,

including “Best of the Best Award Publication

Category,” “Publication Coated (Over 40#),”

“Publication Supercalendered Retail,” “Publica-

tion Supercalendered Magazine,” “Publication

Lightweight Coated (Under 40#)” and “Publica-

tion Coated (Over 40#).” Gravure is the leading

marketing, educational and technical resource

for the gravure industry.

ripon Printers, a leading printer of cata-

logs, direct mail, publications, manuals and

soft-cover educational products, has been

awarded the “Best Workplace in the Ameri-

cas” designation, “Best of the Best 2013,”

for its exemplary human resources practices.

Applicants were judged on eight criteria,

including management practices, work envi-

ronment, training and development oppor-

tunities, financial security, workplace health

and safety, work-life balance, recognition and

rewards, and health and wellness programs.

Ripon received an award in the Large Compa-

nies/Multi-plants (251-plus employees) cate-

gory. It is a past recipient of the award.


dEvElopmEntS in print

MSP product SpotlightS

The need for speedEfficiency, effectiveness goal of Canon’s new Océ VarioPrint 6000+ series

Today’s printers know the key to meeting their custom-

ers’ deadlines is all about efficiency and effectiveness.

Enter Canon U.S.A.’s Océ VarioPrint 6000 + series –

high-speed, high-capacity digital printers that can provide

high volume print service providers the ability to work more

efficiently and extend the variety of output applications they

make available to their customers.

The VP6000+ series features the Ultra+ for commercial printers and

corporate in-plant environments, TP+ for transactional and direct mail

printing applications and MICR+ for highly sensitive, negotiable finan-

cial documents and other security related applications. Each speed

model in the series – the VarioPrint 6320+, 6250+, 6200+ and 6160+ –

offers a variety of features such as improved software capabilities and

enhanced black-and-white production to help maximize continuous

operation by increasing efficiencies in print production.

“Among declining demand for high-speed cut sheet monochrome

toner printing, the Océ VarioPrint 6000-series stands out for bucking

the trend on the basis of sheer productivity,” says Marco Boer, VP of

market analysis, IT Strategies Inc. “This new generation is even more

flexible than before and will no doubt continue to consolidate print

volume in the marketplace.”

The Océ VarioPrint 6000+ series, featuring Océ Gemini Instant

Duplex Technology, can print both sides of a sheet in a single pass,

enabling duplex printing of letter size documents at speeds of up

to 306 pages-per-minute in the top speed model. Featuring a new

controller platform, Windows 7 based controller software and an

updated paper input module, the Océ VarioPrint 6000+ series is

among the most productive printers in its class, effectively responding

to short-run, fast-turnaround monochrome printing needs through

improved RIP processing speeds over previous models.

For printers seeking faster turnaround times, the VarioPrint 6000+

series features a more powerful RIP processor than the flagship Océ

VarioPrint 6320+, making it up to 30 percent faster. The added touch

will enable printers to process more complex jobs. In addition, the

series features numerous multi-tasking functions that allow it to create

even more work within shorter production windows, including prep-

while-warm-up, load-while-print, unload-while-print and rip-while-

print. New and improved workflow automation features create an

even greater increase in productivity.

And thanks to its commitment to environmental sustainability, the

VarioPrint 6000+ series boasts an economical use of paper, toner and

energy, and emits virtually no ozone.

For more information and optional accessories, please visit

www.usa.canon.com.

It’s Tear-ific®

New Western States envelope gives edge to direct mail messages

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Recent direct mail studies show that brands can increase

ROI if they can generate just one more order from every

1,000 pieces mailed. So, why not make your direct mail

pieces more inviting by making them easier to open?

To help increase your open rates, Western States created

the Tear-ific® envelope – a USPS approved mailing solution

with a unique perforated design that delivers a direct mail

message more conveniently and effectively. The new design

will help increase responses by enticing and engaging recipi-

ents with a new, easy way to open their envelopes.

For more about our Tear-ific® envelopes,

call 800-558-0514 or visit www.wsel.com.

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CANVAS P17

What the technology could mean to you by Michael J. Pallerino

Paul McCarthy had spent two years searching

for affordable ways to give his son a functional

prosthetic when he stumbled upon a YouTube

video detailing the work of Ivan Owen, who

used a 3D printer to create a prosthetic hand

for a 5-year-old in 2011. Borrowing the $2,500

3D printer at his son’s school, Paul painstak-

ingly followed Owen’s online instructions and

built Leon a working mechanical hand.

What you are about to hear is true. That it involves the extraordi-nary lengths a father

would go to give his son the chance at a normal life really is only part of the story. Leon McCarthy was born with-out fingers on his left hand. Prosthetic hands are expensive – tens of thou-sands of dollars expensive. That the Marblehead, Mass., 12-year-old was born in an age of technology – a time where nearly anything is possible – may be the most intriguing takeaway here.

“Animation can explain whatever the mind of man

can conceive.” – Walt Disney


Thanks to less than $10 worth of

materials, a little trial and error, and

yes, that 3D printer, Leon now is able

to draw, pick up food and hold a water

bottle using his homemade prosthetic.

It’s still probably fair to say we have

not yet begun to explore the possi-

bilities of 3D printing. The technology

is equal parts game-changing and

life-altering.

3D printing refers to a collection of

additive manufacturing processes in

which a part can be created directly

from a digital file. The most common

of these processes squirts a fine

ribbon of molten plastic to build up an

object one thin layer at a time. Since

its introduction in the 1980s, the tech-

nology has transformed the practice of

product design. Today, it is one of 12

technologies that the McKinsey Global

Institute recently identified as having

high potential for economically disrup-

tive impact between now and 2025.

“I say we’ll look back on this time in

history and remember it as the start

of a revolution – a revolution that

will provide a 3D printer for every-

one,” says Dr. Conor MacCormack,

co-founder and CEO for Mcor Technologies Ltd., which manufactures one

of the world’s most affordable, full-color and eco-friendly 3D printers. “Is it

hype? I don’t think so. The promise of 3D printing is as big as 2D printing.

If we can take this hype and convert it to a technology with a purpose, the

possibilities are endless.”

The projections for the 3D market seem to support the “possibilities are

endless” theory. According to a

recent “World 3D Printing to 2017”

report by the Freedonia Group, world

demand for 3D printing is projected

to rise more than 20 percent annu-

ally to $5 billion in 2017. The report

found that while professional uses

such as design and proto-typing will

continue to account for the majority

of demand, the most rapid growth

will be in production and consumer

applications. 3D printers increasingly

will be utilized to manufacture direct

production parts and finished goods

in a wide variety of applications.

In the consumer segment, projected

price drops in desktop 3D printers

– spurred by the upcoming expiration of patents – will motivate purchases by

hobbyists and do-it-yourselfers for personal at-home use.

When Mike Littrell, president of Cideas Inc., peers into a future that includes

3D printers, he sees a world of possibilities, especially on the consumer side.

“In my opinion, the tinkerer, hobbyists and educators will always drive the

primary growth in consumer 3D printing. I think it will push for open source

software, and newer and better materials. This, in turn, will create unique

boutique companies to sprout from this new and important tool, for both

the hardware itself, as well as products directly printed from the machines.

The consumer market is in its infancy, but that landscape is changing quickly.”

“ I say we’ll look back on this time in history and remember it as the start of a revolution – a revolution that will provide a 3D printer for everyone.”

– Dr. Conor MacCormack, Co-founder & CEO, Mcor Technologies

The 3D Generation

E n c o u r a g i n g c r E a t i v E m i n d sFounded in 1996, The Electronic document scholarship Foundation (EdsF) is a charitable, non-profit, that engages in programs designed to attract the best and brightest to the industry. By granting scholarships, fostering education, promoting research, recognizing leaders, encouraging innovation, and garnering and disseminating knowledge, we are helping build the next generation of digital content and delivery professionals.

SCHOLARSHIPSEdsF’s scholarship program makes it possible for students to receive the education necessary to pursue careers in the document management and graphic communications industry. What sets EdsF apart from other Foundations is the international scope of our operations.

RESEARCHEdsF sponsors academic research grants and partners with major industry research firms to provide businesses with cutting-edge data on trends in the document management and graphic communications industry. since 2001, EdsF has provided 30 research grants, developed a grant/mentor program and published over 25 white papers.

EduCAtIOnThrough recognition of leading educators and educational programs worldwide, EdsF continues to build awareness about career opportunities in the industry, while ensuring that businesses have a talented pool of applicants to recruit.

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more than ever before, there is a critical need for individuals and companies to support the future of the document management and graphic communications industry. EdsF’s scholarship program enables students to receive the education necessary to pursue careers in the industry, while providing much needed assistance in offsetting the ever increasing financial burden. Please join us as we work together to provide our future business leaders with the skills and knowledge necessary to shape our industry for years to come.


On the consumer side, Littrell says

there is a race between personal 3D

printer manufacturers for lower hard-

ware prices, improved quality, dimen-

sional accuracy and, most importantly,

content delivery. Today, brick and

mortar consumer 3D printing stores

continue to make appearances in

major U.S. cities.

On the commercial side, Littrell says

there is a strong interest in the metals

market and a more aggressive push

for using 3D printing in the custom-

izable AM (Additive Manufacturing)

market. End-use parts are becoming

more common.

There is faction that believes

the 3D market, at least initially, will

consist of pioneers doing one-off projects, a belief that Littrell says can be

misleading. “This is the largest misconception about 3D printing today. This

industry has been around for about 30 years now. The hardware, software and

materials as we know them today have always been driven by new product

development – OEMs, entrepreneurs and industrial design companies. Nearly

every product manufactured worldwide for the last 10 years has had a 3D print

made during the development phase.”

Littrell says there is a big push on the commercial side trending toward

custom-manufactured 3D printed parts, while consumer level printers still are a

bit crude and will need substantial refinement before they can really be utilized

in a similar way.

“The real pioneers in this industry are the hardware and software guys,”

Littrell says.

It’s a hand; It’s a plane (wing); It’s …There’s no end to the innovation direction 3D printing can lead us into – on both

a small and grand scale. 3D printing continues to turn ideas into reality, from

bobble heads, personalized gifts, toys and décor, musical instruments, dental

orthodontics and automotive parts.

And there’s this: According to a Wall

Street Journal story, Boeing is plan-

ning to someday make an airplane

wing without cutting or bending any

metal using a giant 3D printer.

What we do know is that high-end

3D rapid-prototype printers have

improved exponentially over the last

decade, creating machines with better

print quality and resolution, signifi-

cantly higher run speeds, more mate-

rial choices, properties and shades of

color, and less of a footprint. Today,

it’s possible to buy a 3D printer that

can sit on your desk – similar in size to

a laser printer.

“Businesses today compete with

ideas in a global marketplace,” says

Andy Coutu, president of R&D Tech-

nologies, a reseller of Stratasys’ full

line of 3D printing systems. “In order

to compete in this modern, instant

world, ideas have to be very fast.

The united States will remain by far the largest national 3D printing market in the world, accounting for 42 percent of global sales in 2017. In developed areas such as the united States and western europe, the 3D printing market value will be supported by the growing presence of metal-based 3D printers for the production of finished parts, as such systems are significantly more expensive than plastics-based 3D printing systems.

Source: “world 3D Printing to 2017,” Freedonia Group

“3D printing is but one tool to explore innovation and cost reduction, to

determine if a product can be built stronger with less material.”

– Andy Coutu, President, R&D Technologies

The 3D Generation


What’s your next-generation product?

You’d better come up with it quickly,

and it needs to be better than that of

your competition.”

For example, R&D helped one of its

customers, a major luggage manufac-

turer, build a prototype of handles and

a wheel design on a piece of luggage

so it could be tested via focus group

for instant feedback that was criti-

cal to the manufacturing process.

Another customer, a renowned

gaming-technology company, devel-

oped a cover design that it proto-

typed for a casino machine that

would use less plastic, saving millions

of dollars in the process.

“It’s a fact that the U.S. is compet-

ing with other countries when it comes

to manufacturing at reduced costs,”

Coutu says. “3D printing is but one

tool to explore innovation and cost

reduction, to determine if a product

can be built stronger with less mate-

rial, for example, or as a tool to check

if a new design will function properly.”

Global demand for software and other 3D printing products such

as 3D scanners will grow in line with the overall average, supported

by ongoing needs for technological updates

and upgrades.

Source: “World 3D Printing to 2017,” Freedonia Group

“ The ultimate future is a 3D printer for everyone. … The whole vision for 3D printing is to create innovators who will most certainly invent the future.”

– Deirdre MacCormack, CMO, Mcor Technologies

Talking about the future…Ask the experts, and they will tell you the future already has turned the corner.

In 2013, 3D printing took some major strides, with one of the biggest trends

being the expansion into retail as a sales channel. Mcor Technologies helped this

process through its partnership with Staples in November 2012. Not soon after,

Amazon, Best Buy and Office Depot entered the game.

Deirdre MacCormack, CMO of Mcor Technologies, believes 2014 can be even

bigger. She says the 3D market may soon be defined by several factors, includ-

ing acquisitions (as players strengthen their own supply chain), the addition of

more service bureau business (both in retail and online); and more metal machines

(following Mitsubishi’s recent announcement, MacCormack expects other players

to enter the marketplace).

“The 3D printing market will continue to grow in complexity in the coming

year,” MacCormack says. “And with players like Mitsubishi and HP in the game,

who knows what we will see. I think consumer printing will continue to evolve

as well. This will go hand in hand with the appearance of 3D printing in the

retail environment. The physical retail channel holds the benefits of exposing

consumers directly to the technology. It is a captivating experience, and the

highly customizable nature of the technology really does motivate a broad

range of applications.”

For the consumer market, MacCormack says low cost and high color capability

will be imperative (think personalized figurines and busts, and 3D photos). “The ulti-

mate future is a 3D printer for everyone. We talk about a number of trends happen-

ing simultaneously – the evolution of the maker and the user. Both groups will take

very different paths to ultimately accessing 3D printing. However, the whole vision

for 3D printing is to create innovators who will most certainly invent the future.”

The 3D Generation


How you can get started todayby linda bishop

Jack Martin tapped on Mike Woolerton’s door and asked, “Do you have a minute?”

Mike, Jack’s boss, was the vice president of sales at Print Masters. Jack recently joined the sales team after a successful

career selling for a smaller printer. He was intelligent, enthusiastic and had the kind of sales talent required to sell the complex

solutions that made Print Masters a profit and printing leader.

Jack made his way across the room and dropped into one of the empty chairs facing Mike.

“I was talking to an old college friend who sells packaging. She recom-

mended I call on WidgetCo. I did some research and they look like the perfect

prospect for us. But I need to start by calling on the chief marketing officer.”

Jack held open his hands. “For most of my career, I’ve called on someone

much lower in an organization, like the marketing coordinator. I don’t want to

blow this opportunity, so I’d like some pointers on how to open doors when

they lead to the C-suite.”

Mike leaned back in his chair and said, “There are

real and important differences when you’re selling

to the C-suite. You must work hard to earn a meet-

ing. It requires research and persistence. Once you

get a meeting, preparation is critical. If you waste

their time, your opportunity for a sale can evapo-

rate quickly. There are other factors as well.”

“I’m glad you recognized the challenge. Now

let’s plan your approach.”

Selling to C-suite

decision-makers

CANVAS P25


Chief Executive Officer (CEO). Chief Marketing Officer (CMO). Chief Financial

Officer (CFO). Chief Sourcing Officer (CSO). Chief Technology Officer (CTO).

Director. Executive VP or senior VP. C-suite selling focuses on people in top-level

management positions with titles like the ones above.

At this level, you sell to extremely busy people who are focused on perfor-

mance. They’re efficient and can produce significant output for their organization.

While they have priorities, they can adjust them quickly when priorities change.

Top players are defined by resolution. They have a strong sense of purpose, vision

and think strategically.

Top-level managers are used to holding people accountable and despise sales-

people who waste their time, focus more on relationship building than bringing

value and haven’t done their homework. They respect sales professionals who

understand their pain points, bring creative solutions with strategic value, and

work hard and meet commitments.

To put it another way, C-suite decision-makers respect sales professionals who

think and act like them.

Research for relevanceA friend of mine, the vice president for sales at her company, once made a call

with a new sales rep. When they were sitting in front of a customer, the rep asked,

“What is it your company does?” As you might guess, the vice president of sales

was very embarrassed by that question.

Every sales professional knows it pays to research before you make a sales

call. When you plan for a C-suite call, take an hour to get the basic information

about the decision-maker and company, things such as the career path to his

current position, his educational background and any common connections.

Often times, you can easily find this information on LinkedIn.

Research what’s happening at the target account. Is it a publicly held company?

Does it make money? Has it introduced any new products or announced any major

corporate initiatives recently? This kind of information typically can be found on

its website.

Armed with an understanding of the company, research industry trends.

Who are the major players? Who are the scrappy upstarts? What are the

opportunities? Threats?

Your goal is to understand enough about the account to be relevant to the

C-suite prospect. To be relevant, think about your prospect’s decision-driv-

ers. They could focus on financial aspects of the business, such as revenue

from new customers. They could relate to operations and the need to increase

productivity, or be linked to the competitive environment or needs of the pros-

pect’s end customer.

When the product or service you sell is closely linked to key drivers and can

help C-suite executives meet strategic goals, you’re relevant. And relevance

means “sales.”

1. Call before or after normal business hours since top executives tend to get in early and stay late.

2. When talking on the phone, mirror their personality. If they’re direct, be direct. If they’re amiable, be amiable.

3. Get to the point “quickly.”

4. Speak in financial terms and how your offering relates to their business.

5. Be persistent, but don’t be afraid to tell them you’re moving on if they don’t respond. Sometimes, this is the only way to get busy people to take action.

Source: Mike Jensen, Senior Account Executive, Geographics, Atlanta

Success in C-suite selling is not an accident. It’s something you make happen.

Selling to C-suite decision-makers

C-suite selling tips you should try now

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• Download the free Layar App • Scan this page • Discover interactive content


“ Selling to the C-suite can be a bit intimidating – until you meet someone in person. Then you say, ‘What was I worried about?’ Be smart. Be relevant. Take a deep breath. There’s no reason to be intimidated when you have good ideas to share and present them well.”

– C-Suite selling expert Stewart Jordan of McArdle, on the art of selling

Earning meetingsWhile busy C-suite executives get lots of meeting requests from sales reps, most

are ignored. To get a meeting, you have to earn it. That requires hard work and an

intelligent battle campaign incorporating the following ingredients:

• Referrals whenever possible (because they give you greater credibility)

• Specific and real reasons why an executive should meet with you

• A well-written business letter outlining the reason for a meeting

• Case studies, white papers and other materials to prove your company

has the expertise to help

Persistence means a minimum of 12 touches that include phone calls, emails

and mail. Be prepared to talk to administrative assistants and provide them with a

brief, but compelling explanation of your offering and why it matters to their boss.

Be polite, but push hard. Wimps don’t win the C-suite selling game.

Meeting goals & questioning strategiesThat first meeting will require hard work, but it doesn’t stop there. You won’t get

a second meeting unless you go fully prepared.

Have a meeting goal. Be sure it is specific. Once you determine your goal,

design a questioning strategy to support it. What do you want to uncover? What

information should you share in addition to asking questions?

Have at least five questions in mind to ask. For example:

• Many of our clients have had this issue. Is it a problem for you?

• How does the problem stop you from achieving your goals?

• What solutions have you tried to fix the problem?

• Is fixing this problem a priority?

• Have you calculated the financial impact of the problem?

As you ask these questions, sprinkle in

golden nuggets of information about the

value of your solution. These tidbits help

executives make the shift from, “Tell me

what you have” to “Ah ha. I see how you

can help me.” If they make that mental

move, you’ll earn a second meeting.

At the end of the day, remember

that you are selling to people, and you

must respect them and treat them well.

Success in C-suite selling is not an acci-

dent. It’s something you make happen.

It is a constant balancing act between

executing a plan and being flexible

enough to innovate when needed.

When you plan for a C-suite call, take an hour to get the basic information about the decision-maker and company.


1. Continually review your progress Find out why nothing is moving. Is it because the executive has higher immediate priorities? Are you stuck? Evaluate the situation and react.

2. when you meet, have a conversation Don’t make a pitch. Pitches annoy top-level executives because they make it look like you care more about making a sale than solving their problems.

3. Focus on value in every conversation Use phrases like, “The product will bring a big benefit to you because . . .”

4. Stay alert During sales cycles, keep your eyes open for trigger events and use them to start and continue selling conversations.

5. Put it on paper Provide written evidence to support your value proposition. Case studies and articles are useful tools. By mailing materials throughout a sales cycle, you increase mindshare and improve the odds of making a sale.

6. have a closing Plan a powerful beginning and ending for every conversation. Start and finish strong.

7. Know how to close In every meeting and every conversation, close on the next step. Actively look for ways to create and maintain momentum. Know what you want and ask for it.

ways to improve

your C-suite selling

skills

CANVAS P31

‘I know you saw my email.

So, why didn’t you respond?’

“Email marketing is now about more

than just blasting one email newsletter to

your entire list,” says Diana Urban, head of

conversion marketing at HubSpot. “Just like

traditional marketing methods, people have

gotten better at filtering out things that don’t

interest them. Effective email communica-

tion requires sending the right message, to

the right people at the right time.”

To help you get through all those

filters out there and reach your custom-

ers, CANVAS sat down with some of the

experts to knock out the best strategies.

Opportunities still aboundIn an independent survey commissioned by iContact (Email Marketing by Vocus), at

the start of 2013, 56 percent of businesses said they planned to increase spend on

the medium. So, the good news is, email marketing is booming, says John Hayes,

author of “Becoming THE Expert: Enhancing Your Business Reputation through

Thought Leadership Marketing” and “A Crash Course in Email Marketing for Small

and Medium-sized Businesses.”

“Despite increased competition from across the entire spectrum of digital marketing

(including social media, paid search, SEO), it remains the most cost-effective method for

driving revenue from existing clients and contacts,” Hayes says.

Hayes believes email marketing can be the profitable component of everything else a

company does online to promote its business. For example, it can be difficult to generate

profits from expensive acquisition marketing techniques like paid search. Email market-

ing can help you cost effectively drive repeat business from these expensively acquired

customers and deliver profits over a series of sales.

How to get through the filters to deliver a compelling

and actionable emailby graham garrison

The target has shrunk. Where big email marketing blasts used to draw new oppor-tunities, lately the responses have gotten sparse for companies. There still are prospects out there who need your products, but to reach them, you’ll need fresh tactics. It’s not a matter of thinking smaller, but thinking more precise.


1. Set aside time to create your campaigns When you produce emails at the last minute, you open the door to errors and lazy copywriting.

2. Get to the point Be precise when you craft your subject line and body text, and always include a clear call-to-action.

3. Keep the use of graphics to a minimum Always feature text at the top of your campaign.

4. Be relevant Before sending, make sure your message is timely and engaging. If not, don’t send it. If a subscriber stops engaging with your emails, it’ll be hard to win them back.

“Remember, if you are using techniques like paid search to acquire the same custom-

ers time and time again, it may be very difficult to generate profits,” Hayes says.

But what worked in email marketing even a few years ago may not find success

today. It has become more sophisticated. “Social media in particular has strength-

ened email marketing’s proposition,” Hayes says. “Now that email recipients can

share an email with their wider social network, email has evolved into something

of an acquisition tool. The beauty of using socially enabled emails to acquire new

customers is that this is free. The word ‘free’ is rarely heard in conversations about

acquisition marketing.”

Acquire your targetSunil Wattal believes that the low cost

and availability of consumer informa-

tion will make emails the medium of

choice for marketers for a long time.

Wattal, associate professor – Manage-

ment Information Systems (MIS) at

Temple University’s Fox School of

Business, believes we are seeing some

key trends out there today.

One trend is that companies are

relying more on consumer-generated

referrals than direct emails. An email

coming from a friend or acquain-

tance likely is to be more effective. So

companies also are giving incentives to consumers to generate the referrals.

Targeting is becoming more and more important. “Consumers are bombarded

with information overload in email and the web, and overall click-through rates are

showing a decline,” Wattal says. “Targeting can help a firm get noticed in the crowd.”

This is especially true with mobile devices. “Mobile devices have limitations

such as smaller screen size and use on the go,” Wattal says. “Therefore, users may

not have the time or attention to read lengthy emails.”

“I know you saw my email.”

“ Email marketing is now about more than just blasting one email newsletter to your entire list. … Effective email communication requires sending the right message, to the right people, at the right time.”

– Diana Urban, Head of Conversion Marketing, HubSpot

Source: John Hayes, author, “Becoming THE Expert: Enhancing Your Business Reputation through Thought Leadership Marketing” and “A Crash Course in Email Marketing for Small

4ways to craft the perfect email

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Creating the perfect emailGenerating an effective email in today’s

marketplace can feel a lot like trying to

sell a newspaper on the street corner

in the old days. Headlines matter. Your

window for getting their attention lasts

about as long as a headline and lead

of a story.

“Recipients have gotten better at

ignoring what they don’t want, just like

they've learned to ignore TV commer-

cials and banner ads,” HubSpot’s

Urban says.

Much of constructing the perfect

email is behind the scenes. “You can

have the most brilliant layout, copy

and images in your email, but it won't

matter if you send it to the wrong audi-

ence,” Urban says.

Urban says your emails should

include “short and sweet” copy that

acknowledges the readers’ problem

and sets up the solution. There must

be a clear call to action in the email. An

animated gif or image is a nice visual

touch, and with the popularity of social

media, your email should have links to

provide “social shares” through Face-

book, Twitter, Pinterest, Google, etc.

To note, the experts agree that

email still is a highly effective way to

drive your leads along your buying

cycle. “It’s even a great way to grow

your lead database,” Urban says. “At

HubSpot, 20 percent of our new lead

generation on any given month actu-

ally comes from email marketing. If you

send emails that people find interest-

ing, since it’s relevant to them, they’ll

actually forward that email to their

friends and colleagues, thus growing

your reach.”


“ Social media in particular has strengthened email marketing’s proposition. … The beauty of using socially enabled emails to acquire new customers is that this is free.”

– Author John Hayes

Products vs. PersonalizedPersonalized email advertisements are far more likely to repel customers than endear them, according to a study that drew from 10 million marketing emails sent to 600,000 customers. Using data from a firm’s real-world transactions, Sunil Wattal, associate professor – management information systems

(MIS) at Temple University’s Fox School of Business, and the study co-authors found that consumers’ responses to personalized greetings ranged from very negative to, at best, neutral.

Overall, 95 percent of customers responded negatively when an email ad greeted them by name. However, product personalization triggered positive responses in 98 percent of customers, with the positive effect being most pronounced among customers unfamiliar with the firm.

Following are four key strategies researchers provided for improving email marketing effectiveness:1. Don’t assume a customers’ acceptance of the terms and

conditions of a privacy policy is a license to openly use their personal information for marketing purposes.

2. Don’t send personalized greetings to new customers. If greeting past purchasers personally, don’t expect improved results.

3. Send emails to established customers more frequently than to new ones. A large number of emails may drive a new customer away but may prompt an established customer to purchase.

4. Build a relationship with new customers by only emailing them ads for products they’re predicted to like. But expand your relationship with existing customers by occasionally exposing them to products they’ve never bought before.

Read the study – Co-authored by Sunil Wattal and Carnegie Mellon professors Rahul Telang, Tridas Mukhopadhyay and Peter Boatwright, the study is titled, “What’s in a Name?” Impact of Use of Customer Information in E-mail Advertisements.”

Source: Fox School of Business, Temple University

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CANVAS P37

If the print and mail business is in decline, someone

forgot to tell Thomas Harter, Sr., chairman, presi-

dent and CEO for Microdynamics Group.

In 2008, Harter and his private equity backers acquired

not one, but two transactional mail businesses. To some, the

investments might have looked

ill-timed or even foolish. After

all, spending on commercial

print services had been declining

since 2000 and banks were tight-

ening credit ahead of what would become

the worst financial crisis in generations. But

after years of helping banks, credit unions,

healthcare providers and utilities design,

print and mail their customer bills, the

leadership at Microdynam-

ics had come to understand

the profound changes lying

ahead for their business.

Just as importantly, they

had set aside time to

develop a long-term stra-

tegic plan to harness those

changes to drive growth in a

shrinking market.

Building your company for growthby Charles lunan

Article Sponsored by:


When the recession hit, Microdynamics kept on growing and investing. In

2010, it acquired a company that presorted 300 million pieces of mail each

year. In 2012, Crain Chicago Business named Microdynamics 32nd on its Fast

Fifty list for growing 209 percent from 2007 through 2011 – right through the

heart of the recession.

“Microdynamics has always listened to our clients, as well as the industry, in

determining the needs that exist in our market,” Harter says. “We have always

been early adopters of new technology. That is one of the reasons for our year-

over-year growth – continual investment. The market is constantly evolving, and

staying on top of that with regards to decision-making and investment in technol-

ogy, is crucial to our success.”

Microdynamics’ commitment to long-term thinking and continuous investment

were more the exception than the rule, according to a “2010 Capital Investment

Study” by the National Association for Printing Leadership (NAPL) that found

many in the industry opted to slow their investment in the wake of the recession.

The study, which was sponsored by Canon, found that more than two to one

printers surveyed planned to invest less over the coming three years than they had

in the prior three years. Respondents attributed their forecast to uncertainty over

the economy and the industry as well as a lack of credible information on return

on investment.

“For years, this industry was in a build-

it-and-they-will-come mentality, and it

worked very, very well,” says Michael

Philie, senior VP for NAPL’s Business

Advisory Group, which provides a wide

range of consulting services, including

strategic planning, to commercial and

graphic arts printers. “But now there are

so many paths to take that it's numbing.”

Printing equipment manufacturers

have responded by offering more busi-

ness consulting services to their custom-

ers. On Jan. 1, 2013, for example, Canon

U.S.A. merged Océ North America

with Canon Business Solutions to form

Canon Solutions America (CSA), which

offers one of the largest document and

imaging business-to-business sales and

service organizations in the world.

“Uniting Océ and Canon has been

instrumental to our long-term develop-

ment,” says Francis A. McMahon, VP of

Marketing, Production Print Solutions

(PPS) at Canon Solutions America. “Canon has an entrepreneurial culture for funding

new developments. Our customers will reap the benefits from R&D projects, leverag-

ing both Océ and Canon technology.”

Since the acquisitions, CSA has invested tens of millions of dollars to develop

a comprehensive customer support system to help printers analyze market

opportunities and develop business plans prior to committing to purchasing an

Océ or Canon printer.

“By assessing future trends and customer needs, we know we are in a stronger

position to serve the market over the long-term,” McMahon says. “It’s that long-

term vision that keeps us focused on developing the latest technology and posi-

tioning our company for long-term growth.”

NAPL’s Philie says many of his clients are still struggling to grasp the value of such

long-term planning and investing given how difficult it is to see where their business

“ The market is constantly evolving, and staying on top of that with regards to decision-making and investment in technology is crucial to our success.”

– Thomas Harter, Sr., Chairman, President & CEO, Microdynamics Group

The Long Haul

is headed three years hence. “You can still do strategic planning and remain flex-

ible. You can point out a direction you want to go in and based on what you see

along the way, you make decisions. It's not quite as rigid as some people think.”

Of course, good strategic planning requires aligning so closely with customers

that you know better than they what their future needs will be. “When you look at

leaders in the top companies, they have tremendous relationships with their key

accounts,” Philie says. “They have conversations with them all the time, not about

the transaction, but about what their customers are looking for.”

CSA has done just this by engaging in in-depth discussion with customers in

the form of Advisory Councils to understand customers’ business and technology

needs and to gain information that guides the company’s strategy.

In its “2012 State of the Industry Report,” NAPL concluded that the gap between

top performers like Microdynamics and the rest of the industry is widening. While

overall commercial printing industry sales grew just 0.6 percent in 2011, more than

a quarter (27.4 percent) of the companies surveyed for the study had surpassed

their pre-recession sales levels.

While acknowledging that the costs of making the wrong investment are higher

than they were 10 years ago, the NAPL report argues that making no investment

may be the riskiest gamble of all.

“ For years this industry was in a build-it-and-they-will-come mentality, and it worked very, very well. But now there are so many paths to take that it’s numbing.”

– Michael Philie, Senior VP, National Association for Printing Leadership (NAPL)

“In the current challenging business

environment, too many companies are

waiting for something to happen to

improve results – a better economy,

further consolidation to lessen compe-

tition, a can’t miss hot market, etc.,” the

NAPL report stated in October 2013.

“Success in our new industry is about

what are we doing for ourselves – not

what the economy, consolidation, or

the next big thing is going to do for us.

Success is about doing, not waiting.”


intErviEw with gEnE FarrEllFinal thought

Amazon’s Gene Farrell on how to succeed in 2014

If you’ve seen those super cool Coca-Cola Freestyle dispensing machines

(press the button for your favorite soda, put your glass down and step

back), then you kind of know Gene Farrell. He led the team responsible

for creating the game-changing innovation some call the “iPod of soda

machines” during his days as VP and GM at Coca-Cola Freestyle. Following a

20-plus year sales and marketing career at The Coca-Cola Company, Farrell

turned his focus to Amazon. Today, as GM of Amazon Web Services, he over-

sees Amazon WorkSpaces, a new cloud-based desktop service for business

customers and the EC2 Windows Business.

What does 2014 have in store for today’s entrepreneurs?There are signs the overall business climate

will continue to improve, not dramatically, but

continue to get better. We have an economy

that appears to be turning the corner and

consumer confidence that is starting to edge

up. The other thing that is good for entre-

preneurs is that we’ve had a pretty good run

up with the stock market. That means we’re

going to have a lot of investors, especially

private money, chasing returns. Access to

capital should be much easier. Innovation

to them as you can be. At the end of the day,

they are why you are in business.

What is the key to “getting things done” today?You have to lean forward. You can’t sit back

and wait for business to come to you before

you react. Adopt a real strong bias for action

– what I call a “relentless discontent” for the

status quo. Have a clear sense of your priori-

ties. It’s just not enough to set goals. You

must have a good audit process and routine

to stay on track to achieve your goals. To

move things forward, you have to do the

right things. And I believe it’s important to

develop a sense of personal and profes-

sional balance. It’s a long race. Manage your

energy. You don’t want to get burned out.

What does it take to lead?There is leadership and management. If you

read the business books, nobody wants to

be a manager. Everybody wants to be a

leader. I don’t consider one better than the

other. Leadership is about having a clear

sense of where you want to go and inspiring

others to go with you. Management is the

art of getting things done. History is filled

with people who have had great visions but

couldn’t get things done. To lead, you have

to keep people connected to their work –

that vision. It’s about recruiting followers,

and then providing the resources and tools

they need to achieve the vision.

What is that “signature” piece of advice on how to succeed today?Believe in yourself and your ideas, and make

sure you have the willingness to take risks

and fail fast. You’ll never know if you can do

it unless you try. One of the biggest faults

some leaders have is that they only seek

information consistent with their views. Keep

your mind open and seek truth.

Gene Farrell

history is filled with people who have great visions but couldn’t get things done. to lead, you have to keep people connected to their work – that vision.

continues to accelerate, so we’re starting to see technology disrupt business.

And where there is disruption, there is opportunity. A lot of entrepreneurs will

move in to fill that space.

Define the keys for incubating new business in this new landscape.The most important thing is to have a clear vision. As you lean forward, make

sure you have a willingness to adapt. Things change rapidly, so be ready to

change with the disruptions around you. It’s about staying current. Speed to

market is a big asset. Talent is equally as important. Whether it’s employees,

partners or suppliers, be thoughtful about the people you’re going to bet

your business on. Finally, don’t ever lose sight of your customers. Be as close

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