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M A R K E T I N G

Cobbler’s children don’t have shoes, car-penters’ houses are falling down, andgraphic arts organizations seldom have aself-promotion plan that is coordinated

with a market-driven strategy.Developing a successful market position requires:kRecognition of opportunity;kOrganizational commitment; kExternal communications to current customers,target prospects friends, and suppliers; kOngoing market observation and customerfeedback; andkRelentless internal communications, andfollow-up. Note: All these activities should orchestrate to create

and develop a recognized market position and centralstrategy—or plan—by which to accomplish yourobjectives. (Think of a “fishbone” diagram—all ele-ments connecting to and “pushing” a central strategy.)

In an ideal scenario for self-promotion, “enlargedbuying centers” of both target prospects and pre-ferred customers should receive useful informationfrom your organization every month. Additionally,your strategic suppliers, as well as “friends and sup-porters” of your organization, should be kept in

tune with your organization’s ambitions, market dif-ferentiation, progress, and achievements. Throughour clients’ customer surveys, we are recording ameteoric increase from buyers who say, becausethey don’t have time to see prospective suppliers,and that they first heard of current, strategic sup-pliers through professional and trade referrals.

Following is a series of self-promotion suggestionsyou may find useful for supporting your ambitions.As you consider these suggestions and move towardimplementation of some or all of them, it is essen-tial that you work to create:

kA central strategy, through all the options you elect,that supports what you want to accomplish in termsof creating a market position, and differentiation; and

kOngoing, repeat continuity in your selections,because “one-time” events are, generally speaking, awaste of money.

A Series of Time-Proven ExamplesMajor Customer Survey: Should provide tactical aswell as strategic customer feedback every 18 to 24months. Survey results should generate a surveyreport to customers, and follow-up action plans foreveryone who responded to the survey. Addition-ally, it is not unusual for a separate Survey Find-ings Report to be forwarded to key suppliers, andtarget prospects.

President’s Reports: Most graphic arts organiza-tions need to keep their target constituenciesinformed of new capabilities, changing supply con-ditions, and “what to expect.” We have observedthese reports on a monthly, bimonthly, quarterly andannual basis. Feedback to the supplier from recipi-ents is usually positive, appreciative, and frequent.

Letter of Appreciation for Prompt Payment: How your

Orchestrating YourCompany’s Self-Promotion Self-promotion should support your central strategy and purposeful market differentiation.

BY SID CHADWICK

Definition: Enlarged Buying Center—Key personnel at target customers andprospects, often in middle or senior management, who have meaningful influencein major buying decisions (e.g., changes in suppliers or award of major projects) insupport of inexperienced buying personnel. Examples may include president, vicepresident of sales/marketing, CFO, general manager, and assistant to buyer. Note:Such positions are seldom on suppliers’ mailing lists, and seldom have any mean-ingful contact with supplier personnel. Personnel in these positions are potentialtarget recipients of strategic supplier’s self-promotion information and resources.

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customers pay you impacts the orderliness of yourbusiness. Not only are letters of prompt pay appre-ciation rare, they are remembered, passed-around,and even filed or framed for future reference.Sending such a note can pay subsequent dividendswith your customer’s Finance Department, so makeyour investment in advance of needing their sup-port. An annual note on this issue, signed by a man-ager or officer of your company, on companyletterhead is a prudent investment. It also differen-tiates your organization.

Customer Education Programs: With frequent buyerturnover and increasing use of subcontractors bycustomers, educational offerings to target customersand target prospects can elevate a supplier’s differ-entiation and perceived customer value. To be effec-tive, more than one or two programs each yearshould occur. The “best” or elite graphic arts sup-pliers, who choose this investment self-promotion,

offer programs on a weekly basis and stay “booked”–months in advance. Also, filming a program forbuyers who could not attend and then promotingthe “edited edition” creates additional self-promo-tion value. Presenters may come from your orga-nization, or “experts” from out-of-town. Note:Senior management of target accounts are oftenappreciative that their personnel are being profes-sionally developed.

Sample Program: There’s often a rich, multi-pur-pose, educational story around many complex orhigh-end samples you produce. The smart organi-zation combines not only production specifica-tions, but also “the story” around the sample—andcreates a professional mailing to target recipients.The educational and professional value of suchself-promotion information to buyers and creativetypes is often overlooked by suppliers. Frequencyshould be a matter of opportunity, and objectives.

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Quality of information offered is especially critical.That said, once a month certainly is not too often;and, once a quarter may not be often enough. Cus-tomers’ permission to reproduce and disseminatetheir work is required, and offers additional self-

promotion opportunity with and forthat customer.

Mill and Merchant Sample Program:Mills and merchants are often in searchof dynamic pieces their customers pro-duce on substrates the mill or mer-chant are promoting. (Savings for theminclude design, production, and copy-writing.) Sometimes called a “tag alongsample,” the merchant or mill, if pre-sented with the opportunity, canrequest an additional run for their dis-tribution, with the printer placing acredit line on the printed pieces themill or merchant want to distribute.Note: Be sure to obtain permissionfrom the customer and creative partieswhose piece is receiving additional dis-tribution and promotion.

White Papers: Reports and whitepapers are created to provide targetreaders with useful information forrunning their business. Examples mayinclude such things as:kHow to calculate when variable short-run imaging is preferred to lower costper M in terms of cash flow,kHow to and why to personalize yourpromotions,kConsiderations for choosing a storageand fulfillment supplier, andkWhat to expect in paper prices for thecoming six to twelve months.High profile graphic communicationorganizations also place their whitepapers on their websites.

Periodic Business Reviews: Businessreviews should be targeted and provideopportunities for: exchanges of useful

information, relentless follow-up, and organization-to-organization relationship development. Major cus-tomers and customers of significant potential orimportance should be considered. Once a year is therecommended minimum frequency. The supplier whoconducts these with integrity and discipline—and

brings in the senior management team—can expectelevated market differentiation with significant newopportunities. See sidebar on page 33 for more infor-mation on Periodic Business Reviews.

An Open House: An open house can provide oppor-tunities for social interaction to a degree that resem-bles a family reunion. Demonstrations by suppliers,or in-house departments or experts is often a plusthat’s appreciated. We recommend no alcohol for rea-sons of potential liability. Note: Be sure to offer eval-uation cards that include “What should be improvednext time?”

Industry Awards and Recognitions: Winning graphicarts awards often deserves a major announcement.And like many events, additional spin-off opportu-nities can be significant. For example, orchestrate aluncheon or dinner at a prestigious restaurant andinvite all your customers whose work receivedawards. A plaque for the creative source and theirclient usually pays repeat, long-term dividends. Acoordinated press release regarding the luncheon/dinner, and who attended, is also helpful.

Announcements of Major Events: Announcementson a company letterhead, signed by the president,and coordinated with a press release or trade article,can create a “market buzz.” Examples include:

kNew production or service capabilities—includingbenefits to customers,

kA new key person joining your staff—includingprofessional background and areas of expertise,

kIntroduction of new technologies, i.e., selectionof your company as a beta site for a supplier,

kEducational programming key company per-sonnel received, including customer benefits, and

kMajor milestones achieved, such as setting a pro-duction record on a certain piece of equipment.

Philanthropy Contributions: Announcements thatalso support constituencies show you care about theindustry as well as your clients. For instance, exam-ples include creating a scholarship for graphicdesigners, donating up-to-date equipment to agraphic arts curriculum, or supporting a localdeserving charity on behalf of your customers duringa holiday season.

Graphic Arts Project Contributions: Donate work fora deserving charity. A credit line is often in order, andan award-winning design creates added interest.Using such a piece as a sample mailing, describingnot only production but also good works from thecharity, can pay multiple dividends.

M A R K E T I N G

Time Proven Self-Promotion ExamplesPlease note that all examples arerelevant regardless of the size ofthe organization.

1. A Major Customer Survey

2. President’s Reports

3. Letter of Appreciation for Prompt Payment

4. Customer Education Programs

5. Sample Program

6. Mill & Merchant Sample Program

7. White Papers

8. Periodic Business Review

9. An Open House

10. Winning Graphic Arts Awards

11. Announcements of Major Events

12. Philanthropy Contributions

13. Graphic Arts ProjectContributions

14. Summary Reports on MarketConditions

15. Company Newsletters

16. Supplier Conferences

17. Recognized Expert Speakers

18. Organizational Website

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Summary Reports on Market Conditions: Third andfourth calendar quarters are often used for nextyear’s budgeting. For example, target customersand prospects are genuinely appreciative ofreceiving a summary report on what to expect fromreliable paper mills as it relates to pricing, avail-ability of grades, and lead times. Be sure to citeyour sources of information. Organizations who dothis annually are often cited as references bymarket leaders.

Company Newsletter: The key is to provide usefulinformation for your audience. People seem tohave less personal and professional developmenttime. Make it interesting, provide useful informa-tion for your readers, and be clear as to whom youwant to be your readers. Bimonthly or quarterly areeffective frequencies. Be sure to support your tar-geted market differentiation.

Supplier Conferences: Annual or semi-annual sup-plier conferences should include an in-depthreview of your goals, accomplishments, and chal-lenges. Invitees should include both supplier repsand their managers. Focus on value(s) they shouldbring to you, such as useful information, educationand training, new technologies, and prospectivecustomer referrals.

Recognized Expert Speaker(s): Target markets,such as designers or agencies, are often looking for“experts” to elevate the performance of their staff.Subjects can be from an industry (e.g., professionalsports teams management), professional practices(e.g., How to Develop Improved Performance FromYour Suppliers), technology (such as digital pho-tography or personalization), branding, or design.Attendance is usually quite high if promoted withadvance notice. A light buffet afterwards creates theadditional opportunity for folks to socialize withyour staff as well as the speaker.

Organizational Website: Too many organizationsdo not update their websites, review their websitefor accuracy and currency, proofread the website’scontent, or offer useful information. At the veryleast, “what’s new” and “whom to contact” shouldbe prominent. Graphics should be stimulating, andnot “dated.” We recently worked with a worldwidefirm, with sales over $150 million, whose website,we discovered, did not contain a phone number oremail or postal address to contact. Use your web-site to offer customers and prospects direction as toyour market differentiation; recent accomplish-

ments; hours of contact availability; whom to askfor; and, perhaps most important, useful informa-tion for target markets you are working to develop.And finally: Remember to track your productivityand “customer feedback” that results from thisimportant communication tool.

Too often senior management and middle management of supplier and buyerorganizations first meet when there’s a “problem to work out.” To say the least,these are less than ideal conditions from which to develop mutual under-standing and trust. With this as a background, we recommend a systematicapproach for building mutual performance and trust through purposeful sharingof information between buyer and supplier—A Periodic Business Review.

Primary objectives are:kTo improve performance and value of both organizations to each other throughimproved understandings. Through better understanding of the customer’s busi-ness objectives and focused priorities, the supplier is able to proactively contributeto the customer’s business performance, and to become a more valuable resource.kTo affirm the buyer organization’s importance to the supplier organization.kTo develop a process for effective information sharing that can predictably con-tribute to improved supplier-buyer collaboration, and mutual prosperity.kTo improve understanding, trust, proactive working relationships, and customerretention, andkTo improve the differentiation of the supplier.

As an introduction, in-depth organization-to-organization sharing of informationneed not, even should not, occur with the same frequency for any twoorganizations. Rather, such activities should occur as the individual buyer-suppliersituation provides opportunity and need. This might be only once a year. In otherextremes, the need to conduct a Periodic Business Review with a dynamiccustomer might be required every 30-to-90 days, such as when a high-risk projectis in its planning and roll-out stages.

Regardless of the frequency, significant buyer-seller relationships requireparticipants to systematically review their respective roles of what’s happeningbetween them, as well as the macro and micro perspectives of their respectiveindustry environments.

Although details for building successful buyer-supplier relationships vary from onesituation to another, the overriding theme almost always requires the purposefulsharing of meaningful information. In buyer-supplier working relationships, trust isoften a by-product or result of mutual understanding and successfully navigatingdifficult business situations. Too often, however, management from the supplierorganization first meets management from the buyer organization under less thanideal conditions. In such cases, meaningful dialogue is difficult, due to situationalposturing. As a result, understanding of each other’s respective businesses, mutualopportunities, and objectives is shortchanged. Therefore, it’s critical that systematicsharing of meaningful information become recognized as a reliable means fordeveloping mutually beneficial, long-term working relationships.

A copy of Chadwick Consulting’s Periodic Business Review is available from IPA,phone 888-596-5113 or email bessie@ipa.org.

Pe r i o d i c B u s i n e s s R e v i e w

One method for promoting your company and supportingyour central strategy and purposeful market differentiation

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