Published Articles

Drives Print Demand ... To Suppliers

As a "universal truth," "buyer education programs practically drive print revenues - to the sponsoring supplier."

Since suppliers represent the primary source of instruction and "useful Information" for most customers' buyers, for well over a decade we've advised and guided client organizations to develop "buyer education programs." The net effect for the supplier has almost always been to create unique "perceived customer value" that operates on multiple levels and almost always generates additional business and improved margins.

Published in: IPA Bulletin, March/April 2007

Opportunities for Those Who Are Prepared

You can be assured that failure to "professionally respond" to either an RFI or an RFP moves your organization to the back burner of potential suppliers to the buyer organization - possibly for years to come.

Published in: IPA Bulletin, January/February 2007

Only organizations that integrate customer feedback and provide customers with systematic,
useful information can expect to remain in business.

All organizations have challenges with customer communications. And it's those who aren't working to impove the customer communications - as an organization - that should be worried.

Published in: IPA, November/December 2006

Creating Perceived Value

Is price important? Of course it is. However, performance and contributions toward the economic and professional performance of the buyer and buyer's organization in today's competitive environment are more important.

Successful business development leaders have a passion for their mission, and it generally shows in almost everything they do. By their positive attitude, intellectual quickness and exemplary work ethic, they inspire and lead the folks around them.

An integrated marketing approach should feed differentiation and future performance.

There are certain questions that, generally speaking, should not be answered — at least not immediately. Or, if an answer is required or expected, the answer should be, “It depends.”

Show me an organization with great customer service and I'll show you an organization with better than average customer retention, and whose revenues and margins can be leveraged up.

On the other hand, show me an organization with mediocre-to-poor customer service and I'll show you an organization with disgruntled sales reps, higher than normal customer attrition, and suffering productivity and bottom line margins.

"What are the options my sales reps should be exercising when developing new and current customers?"

This question was posed by a relatively successful director of business development during a recent conference. This individual then commented: "I can't get the sales reps out of the office. Without ongoing customer contact, new business is not going to happen, and we're on borrowed time — regardless of how much business we have this month!"

Published in: Printing Impression, August 2006

The phrase "Great sales reps are born, not made," is not true. Show me any individual who has achieved excellence in their professional endeavors, and I'll show you a person who has worked relentlessly to develop their skill sets for achievement, while also accessing supporting resources.

Published in: IPA Bulletin, July/August 2006

The challenge for organizations is to apply competencies on a customized individual basis with each customer. That's why they come to you and that's what's expected.