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By Sid Chadwick, Chadwick Consulting, Inc. – 11/30/2023 Published in American Printer “Scots have long been…renowned for the quality of their whiskey…as the French have been for their wine…and neither of them equal to the Germans in producing beer….”……………. Thomas Sowell, Social Justice Fallacies INTRODUCTION: Everyone is a little different….and has gifts to share….that are needing to be put to use. Over the last few weeks, I’ve witnessed a small fraction of this great country’s generosity, as community after community distributed turkeys and hams and tractor-trailer loads of foodstuffs (and medical supplies), from Seattle to the Middle-East. Many if not most of those distributions…..were private donations, including from big and not so big corporations. Sadly, we seem to have generations coming along who do not understand how such private generosity can be created, and available – when needed. At my family’s Thanksgiving Meal, where I started dressing the turkey and dressing at 5:30 that morning, we had 14 attendees – over half of whom were not immediate family. (I know of several families where the guests numbered over 35…!) This note is my public “Thank You” – for the many clients who continue to use our Services, and allow us to make a positive contribution – to their economic journey – of creating prosperity for their organization, their employees….their suppliers….and most certainly…their treasured customers. SUMMARY: We need to remember that this great country and industry were developed by individuals with personal vision…willing to work…sacrifice…and stand accountable for what was being created. As we have immigrants already here, or wanting to come – for obvious reasons – we need to make sure they have the opportunity to go to work – for themselves and their family….for their dreams of a better life. (They will remind us that our dreams are still alive, and waiting.) We can not wait for professional politicians to “fix the system”. (They’ve done enough already.) “I am always doing that which I can not do, in order that I may learn how to do it.”……………..Pablo Picasso

By Sid Chadwick, Chadwick Consulting, Inc. – 11/16/2023 Published in American Printer “He who desires but acts not….breeds pestilence…”…………..William Blake INTRODUCTION: Our forefathers to this great industry knew the power and value of Print - for educating and influencing what readers and listeners needed to understand… …as many illustrations show individuals leaning-in and straining to hear what their “local reader” – was reading aloud. Freedom, Democracy, and “Taxation without Representation” – were “totally new concepts” - to many average folk. At Chadwick Consulting, we daily distribute editorials from the WSJ, including some written by or about Thomas Sowell, Jr., and reviews of 100’s of writers – including their poetry – selected and read by Garrison Keillor. A few organizations (in our sphere of influence) are working to “Educate their Next Generation Management” – to ensure their organization’s continuity. (Note: Executive Positions are to be filled by talent and experience, not necessarily family ownership names.) We are working with a Distinguished Professor, Dr. George Glisan, of Appalachian State U. – on a curriculum for middle management –“How to use Estimating and Production – to raise your Profitability.” The 1st User client is in the Mid-West, and seems to never hesitate to invest in their future – particularly with Publications. And in 2015, the U. of Houston launched DIGM-2325, under the leadership of Program Coordinator Dr. Jerry Waite, and as taught by Professor Mark Hargrove, where we were invited to submit proposed Case Studies re. “How to solve everyday business problems, using public databases.” Companies, according to Dr. Jerry Waite, are hiring students who excel at DIGM-2325, even before they graduate. DIGM 2325 is now a required course, with 8-10 Class offerings/yr. Our unique Customer Survey Process for uncovering over a $1,000,000 of additional business – from current customers – at current prices (not at discount prices) has not been duplicated by anyone else, that I’m aware. (Our Response Rate runs 30%- 35%.) A treasured, long-term client has developed a dramatic Organizational Learning Matrix, organized by company department, with supporting educational resources. Results include new employees wanting to get ahead, and therefore taking (1) Courses in their Department, and (2) Courses where they prefer to be….! Talented employees have been uncovered, and have moved to much needed positions…! We were used as a Review Resource; the Project is theirs…..! SUMMARY: Kicking and screaming, a few owners in our CEO Peer Group have "faced the music," watching their peers move top, ambitious talent (sometimes including their sons) to "the front," and are moving their Succession Plans" -- forward. Too many senior owners are turning their companies over to M & A Specialists – for peanuts……getting nothing for well-trained employees, customers and future revenues inadequately paid for – to the company who developed them. Who could you call at your local association…? Who are they really supporting….? “Poor is the pupil that does not exceed his master”……Leonardo da Vinci

By Sid Chadwick, Chadwick Consulting, Inc. – 11/02/2023 Published in American Printer Be a yardstick of quality. Most people aren’t used to an environment where excellence is expected.”…………..Steve Jobs INTRODUCTION: Imagine meeting… about three times a year…with 8-to-12 Peers – to share, individually – “What each of you are accomplishing, struggling to accomplish, and stretching to make happen – in your organization.” Summary Reports and Financials are exchanged…about a week in advance of the 3-Day Meeting by each Member organization - allowing all Members to be prepared to listen, ask questions, and make personal notes during each Members’ Check-in – for future reference – and personal follow-up. Most Meetings usually occur near or at a Member’s Plant. Our Facilitator arranges (a) an orderly Agenda-draft (30+ days in advance), (b) an Opening Dinner-Reception, (c) excellent Hotel accommodations, (d) brief but satisfactory Continental Breakfasts and Lunches, (e) a Plant Tour of the Host Member’s Plant(s), (f) excellent Dinners – and (g) a brief entertainment and educational Program or two (sometimes involving key or new Suppliers) – all submitted for review at least 30 days in advance of the Meeting. A Summary Report of Meeting content and follow-ups to expect – is provided - usually a week after the Meeting and may run 7-10 pages. More recently, Members with Succession Senior Management (over half of current Members) – are inviting them - to attend with their CEO. Note: This pattern of Succession Planning creates “low-risk” opportunities for “seasoning a talented Senior Manager”. Note: One CEO Member’s son has now been President for 7 years, with “Dad” still coming to his office – 3-4 days a week………Everyone knows, accepts…and respects…. the son as President. These rare 3-Day CEO Group Discussions, that can go-on for 12 to 14 hours a day (including Dinners) – are invaluable for introducing critical “Running The Business Issues” to an owner’s next generation of owner(s). Note: This opportunity to sustain and grow a company’s value well beyond the founder’s service - is not lost on our M & A specialists….! The opinion voiced by multiple Members - is that every Member’s company’s performance – with no exceptions – is enhanced by their participation. If a company has a glaring weakness, that weakness tends not to remain hidden, but rather is “called out” – for the benefit of that CEO and his organization. Question: Do we have one or more women CEOs…participating….? Yes, we do…! SUMMARY: I’ve been instructed to recruit another 2-4 Members – over the next 6 months. Referrals are welcomed, including from Suppliers. “I only need one good idea to bring back to my company, to make these Meetings worthwhile….Seldom do I only bring back only one good idea.”……Wanzie Collins, Founder and CEO, PANAPRINT, Macon, GA

By Sid Chadwick, Chadwick Consulting, Inc. – 05/30/2019 Published in American Printer “You don’t really know which suppliers to use, going forward….until something goes wrong”………………………………Experienced Graphic Designer INTRODUCTION: Are we reduced to competing on “Price”— if we (and our industry),,, are seen as “commodity suppliers”….? If we don’t know much about our customer(s) — other than specifications of their projects…..the answer… may be…. “YES!” One of my favorite tests is to review what a company’s Quote Letters look like, what they contain re. information about what the Buyer wants — and doesn’t want – beyond specification…. and price. Too many Quotes — show nothing other than specs, and price, when there’s an inventory of issues our Buyer wants — that go far beyond Specifications — that we never learned….and/or…didn’t know how to integrate into our Quote Letter. Most organizations today have what I’ll call a “Customer Profile” software — for capturing important information about each customer organization. Yet, most of the information in that software space that gets recorded — seems to deal with basic contact information, such as (a) who to call, (b) what number(s) to call, (c) who and where to send an invoice, and (d) who to call for an invoice — that’s not been paid. Here are a few issues that… if used in managing day-to-day communications ……could move you out of the Commodity Supplier ranks, asking: What are your department’s "performance priorities" — for this year (and even next year)..? What do you wish your suppliers would do, that they don’t do, or don’t do consistently? How do you wish “communications” from your supplier(s) would improve? Are there certain shipping companies you prefer we use…? (Don’t use…?) What “qualities” do you like most, from your preferred suppliers…? How do you define “Excellent Service” — from your best suppliers…? How do you define “Excellent Quality” — from your best suppliers….? When is the best time for me to follow-up, and how do you prefer I follow-up (e.g., with your Assistant, by email, by phone)…? Without telling me who, would you describe for me what caused you to last — change your suppliers…? If treated as “confidential information,” would you want me to have your personal contact information, for us to use if an important question develops over a weekend, holiday, or at night….? SUMMARY: In our fast-paced world, we seem to invest too little time, learning what’s expected. The proper purchasing of print is not easy…With performance expectations rising, Buyers lose their jobs, when projects go wrong, not as expected….. In previous decades, the purchase of print was compared to “Healthcare”…You can’t really test what to expect from a supplier, until it may be too late…. My observation is, little has changed. At an early morning breakfast, a very smart Graphic Designer said, “I don’t know if I can use a supplier, long term — until something goes wrong…How that supplier acts at that critical moment in time….tells me almost everything I need to know….going forward….I need a supplier who always has my back….that I can count on……” “What counts is not necessarily the size of the dog in the fight — it’s the size of the fight in the dog,”…………..Dwight D. Eisenhower

By Sid Chadwick – 05/17/19 Published in American Printer “A dead thing can go with the stream……but only a living thing can go against it.”………G.K. Chesterton INTRODUCTION: The Accrediting Council for Collegiate Graphic Communications, Inc….. is a.k.a. ACCGC. Since the formation of ACCGC in 1998, seventeen Programs in the U.S….. have been accredited by ACCGC. I have permission from Dr. Ervin A. Dennis, ACCGC Managing Director, to share this information. During October 15 – 19, 2018, a select ACCGC Site Accreditation Visit Team, visited the: “Print Media Technology Program” “Department of Printing and Packaging Engineering, Shanghai Publishing and Printing College, Shanghai, China.” What they learned, what they observed — over four long days of intense interviews with faculty, administrators, students, and curriculum examination — at SPPC — is not for this column — as at this time the ACCGC Board is reviewing our Site Visitation Team’s  detailed SPPC Site Visit Report and Evaluations — for Approval/ Disapproval. What I can share: The Chinese government — unequivocally — sponsors this school. Facilities and faculty support — was impressive — and extensive. Students are talented, and committed to their careers. 99% of each graduating class are hired. Internships — are a critical part of their academic development. Lab equipment available to instructors and students — was extensive. Over 20,000 publications are current and available, online, at the school’s library, which is open 24/7. Faculty are required to participate in industry, at least every five years. Interpreters provided, hospitality, and open, candid discussions — were exceptional — in all regards. “It’s exciting that ACCGC has now gone international with our collegiate graphic communications services. We believe this successful venture will lead to additional requests for program accreditation reviews from within the U.S.A. and beyond.” (Erv Dennis, ACCGV Managing Director) SUMMARY: “The mission of ACCGC is to provide viable, credible, and defensible accreditation standards that can be used to promote and encourage sound associate, baccalaureate, and graduate level education programs in graphic communications. In the accreditation process, …ACCGC strives to stimulate the exchange of ideas between administrative and instructional personnel in academia, and personnel in the graphic communications industries.  Professional educators and industry personnel, as representatives of ACCGC, review both qualitative and quantitative evidence obtained through an institution’s self-study and facts substantiated by a three or four-member site visitation team in determining the accreditation status of the graphic communications program within a college/university.” There are multiple opportunities for industry organizations to serve on accredited program Advisory Committees, that can lead to opportunities for student Internships, and better future employee hiring options —  for your organization. Some of these ACCGC accredited academic programs — are offered — online. “It is not only for what we do that we are held responsible…. but also for what we do not do.”………………..Moliere

By Sid Chadwick, Chadwick Consulting, Inc. – 10/19/2023 Published in American Printer “The best leaders are the ones who shut-up when it’s time to go to work”……Chris Webber INTRODUCTION: If you have at least four Reps, one probably sells at top dollar pricing, and three – probably not so much. Can that “gap” in successful pricing skills from your Reps – be closed – for an improved bottom line…? Our Plant Manager and Business Development Peer Groups met together – to visit a long-term client with over 10 Sales Reps. Our host’s “systems for rewarding improved performance” to their employees, from their Pressroom to their Sales Reps – I considered worth studying (while also suggesting multiple opportunities to yet “tweak” for further, potential improvements). Our host volunteered that several of their top Reps were earning $2,000 to $ 3,000 per month – in bonus commissions, above their standard commissions – by up-selling prices to customers on projects – where the value to the customer of their work and the risks in the project - their Rep could successfully sell. They also volunteered that there was no regular Sales Training for their Reps, which said to me, “Someone’s gotten comfortable with company performance…!” Their reasoning for no Sales Training, that I took away, “We try to hire experienced Reps, Sales Training takes time away from selling, and that’s not who our V.P. of Sales is.” They also shared that revenues were almost flat compared to last year, but bottom-line profitability was still decent. (As we reflected on those comments, we privately were troubled with “almost flat revenues” – given material and labor cost increases that had been incurred.) Again, “Someone’s possibly gotten comfortable with performance…!” In a previous life, I faced some tough conditions. And… I had an advantage. I understood that people like to share their achievements with their peers…and almost everyone has a top performance or could have a top performance – on occasion. So every two weeks, the two Reps who sold (a) the highest total value-added job, and (b) the highest percentage value-added job – in our Sales Education Meeting – told how they did it, what risks they overcame, what ideas they used, and how they used communications and strategy – to get top value-added dollars for the company…..What wasn’t recognized at first, is that we were slowly, incrementally, surely – raising the competence, expected performance standards, and results – of our five Sales Reps….! I never considered those Sales Training discussions a waste of time, and neither did they! SUMMARY: As fate would have it, this week I was introduced, through thoughtfulness of Dick Vann, founder of PostMark (a top-performing Mailing/Print supplier in Winston Salem) to an experienced Trainer, who specializes in “Training Sales Reps How Not to Give Away Pricing to Shark-like Buyers” - and win the pricing their company deserves…! We’ve had multiple discussions, and I have no economic interest in your getting on his schedule. Trainer Contact Info: Jason Levinson Creative, Inc. Email: jasonlevinson@gmail.com Phone: 917-750-5837 Website: Jasonlevinson.net Our industry needs better margins – that do not abuse customer relationships. Hopefully, you’ve also known a few Reps - whose major Buyers wanted to pay their requested prices, as well as provide multiple Referrals – long-term. "Everybody pities the weak. …Jealousy you have to earn.”…….Arnold Schwarzenegger

By Sid Chadwick, Chadwick Consulting, Inc. – 10/23/2020 Published in American Printer “Quarterly Performance Reviews between our Members, by the numbers, were undeniable…significant improvements in ‘Revenue per employee hour worked’ (including  ‘Value-Added Dollars Produced — per employee hour worked’ – for some)…..were exceeding historical norms….”….Quarterly CEO Peer Group Reviews INTRODUCTION: Individual P & L’s were reviewed at recent CEO Peer Group Zoom Conference Calls. One member after another — compared their 2020 vs. 2019 numbers – including how they got there…and what they were working to improve. Almost without exception — one member after another — reported lower employment, with equal-to-higher revenues per employee — in 2020 vs. 2019. For several, profitability – also – was surprisingly — UP….! Yet — no two CEO’s – had achieved their results – with the exact same strategies. “Different paths” — for achieving improved performance — were occurring — while also being shared — exported — and adopted – as similar and recognizable opportunities…. appeared. (Which is understandable….as they each have different equipment configuration, different intellectually gifted personnel, and different customer mixes.) Going forward, there are predictable opportunities to measure, and report — “Value-added Dollars Produced – per – Employee Hour Worked” — 2020 vs. 2019. Such a performance chart should, immediately — and over time, show the curve —moving up — on an X-Y graph — leading to improving margins. SUMMARY: In the July-August 2020 issue of the Harvard Business Review, an article titled, Harnessing Everyday Genius, lays out multiple examples of recognizable companies — that have given front-line teams — authority to improve what they are to accomplish. In one of our Plant Managers’ Peer Group Zoom Conference Calls, one member was heard to say, “It’s amazing… what someone can see — as an opportunity to improve — who doesn’t do that job on a regular basis when given the opportunity to observe and comment.” Our Peer Groups are not only sharing innovative ideas on a frequent basis. They are also sharing innovation results, improved production capacity, new materials and resources, new equipment and processes, personnel – and even customers’ orders — when the opportunity requires that action. In effect, as The Wall Street Journal reports — in our country’s “Trial by Covid-19” – that larger organizations are performing at higher, sustainable levels than smaller organizations. Our Peer Groups are performing — not as individual organizations with 40 to 200 employees – but from a distance — as a single organization — at multiple locations — with 1,100 – 1,500+ employees — frequently sharing ideas, suggestions, resources, equipment, new processes — and even personnel. Peer Groups should operate with well-prepared Agendas, substantive discussions, occasional speakers, continuity, accountability — and substantive Reports — from discussions. All should be focused on serving and delivering improved differentiation — and value — especially to vertical customer markets — you are already positioned to serve. Our world is moving fast. Innovation and creativity that improve — each organization’s performance — is – at its best – an attitude that’s relentlessly hungry for performance improvement – and not just something that’s “nice to do”. “I do not believe everything today I believed yesterday…I wonder…will I believe everything tomorrow…. I believed today.”……….Mathew Arnold

By Sid Chadwick – 02/28/19 Published in American Printer “Excellence is…not the opposite of failure….Study disease and you will learn a lot about disease…and precious little about health. Eradicating depression will get you no closer to joy. Divorce is mute on the topic of happy marriage….If you study failure, you’ll learn a lot about failure but nothing about how to achieve excellence.”…..The Feedback Fallacy, Harvard Business Review, March/April 2019 INTRODUCTION: We’ve focused working with our client’s Pressroom… for four months. That’s not why we were asked by a key supplier to get involved. We were asked to get involved — to organizationally, raise revenues, and margins. Early-on, I recognized that’s not where we needed to start. We’ve….correction….“They’ve”….squeezed about $2,000 a day in excess materials (sometimes referred to as “Waste”) — from their Pressroom.  (And my opinion is there’s at least that much more — including “increased productivity” — to be gained.) The short version of this story is that their Pressroom’s performance was neglected…..from multiple perspectives. Very little….was being critically measured, reported, or followed-up. (Each Presscrew…. was pretty-much…. “on his own”.) There were a few early heroes in this unfolding story. The owner….gave the Plant Manager direction, of what he wanted done. (The Plant Manager realized he’d neglected performance — on numerous levels — and went to work.) However, The Plant Manager did some things that I considered important, which is partly why this company I believe…… has a great future. They were encouraged to collaborate with each other, to work with each other — on the other’s shift (….and they did). When you realize how much you’re losing, cost-wise, that your best competitors are not losing — that’s a tough period of time — to be patient, for progress to take hold…. and develop. Because of his working relationship with his Pressmen, when he began letting them know what he really needed, and expected from each of them, as part of the process— they responded. SUMMARY: Progress was not a straight line….but it started……gained momentum…..and continues. That Plant Manager was respectful to his personnel….he was patient….and he was clear — about what was needed. (In my opinion, that approach, was a critical part of where we are, and where we’re going.) He listened to them at critical moments…..(including when there were outbursts of frustration), and…… Today, on their Pressroom Log, every Make-Ready’s time, and number of clean sheets (and “Overs”) — are measured, recorded, and reviewed…… Summary Footnote: This company’s level of progress is such that…. the owner last week asked the Plant Manager to hire a third Pressroom shift….while also starting to run social media Ads…for experienced Sales Reps, willing to work…”45 – 60 hours per week…in a Team atmosphere”. “Focusing people on their shortcomings doesn’t enable learning; it impairs it”……..The Feedback Fallacy, Harvard Business Review, March/April 2019

By Sid Chadwick, Chadwick Consulting, Inc. – 01/23/2018 Published in American Printer "Mediocrity knows nothing higher than itself, but talent instantly recognizes genius.”……………..…………….Sir Arthur Conan Doyle INTRODUCTION: This month’s issue (January/February) of the Harvard Business Review focuses heavily on culture, leadership, and teaching. One of their headlines reads: “The Best Leaders…are Great Teachers” I believe that statement to be true — for the corporate leaders I’ve known….learned the most from……and respect most. They use metaphors, patience, and live examples — to explain the power of what’s most important, and why. For example, whenever I wanted my Plant Management to support what were considered — internally — outrageous improvements….nothing….literally NOTHING — could equal the impact of their hearing….first-hand…..why our customer(s) needed improved: (a) accuracy of counts, (b) faster delivery turns, (c) reliable delivery schedules, (d) proactive contact re. production and delivery schedules, (e) consistent quality, (f) improved delivery package labeling, (g) no shortages, (h) prompt and easy to read, easy to understand — no surprise — invoicing, (i) better postage discount options — and — (j) courtesy and onsite assistance — from our delivery personnel. In effect, we learned we should…..“Customize and Elevate — Each Customer’s Expectations” — so that no competitor could ever meet each customer’s expectations. In effect, we were developing “protective, defensive moats” — around our most valued — (really all) — customers. SUMMARY: Several Questions: Is your Business Development Team — in alignment — with your Production Team…? Do Customers have frequent direct contact — with key Production personnel…? Are Customers invited to meet THE personnel — who worked on their projects? Do key Production personnel go out of the plant — and visit key Customers….? Repeat: Is your Production Team….in alignment…..with your Business Development Team…? What’s that costing you…..? What do you celebrate……..? “I do not feel obliged to believe that same God — who has endowed us with sense, reason, and intellect — has intended us to forego its use.”……..Galileo Galilei

By Sid Chadwick, Chadwick Consulting, Inc. – 10/05/2023 Published in American Printer “The opposite of love is not hate, but indifference… The opposite of art is not ugliness, but indifference… The opposite of faith is not heresy, but indifference… And the opposite of life is not death, but indifference….”……Elie Wiesel, Romanian-American Writer and Holocaust Survivor INTRODUCTION: Our associations’ leaders have spread the false word, through their frequent and updated Industry Reports – for decades: “A rising tide lifts all boats.” You can’t, and won’t – survive – or thrive – believing that aphorism. In the meantime, with only one or two top-notch regional associations, too many industry associations will keep promoting their golf tournaments, which somehow seem to receive more PR and required staff time – than their (a) Business Development webinars, and (b) publication of Member success stories. While our industry leaders keep their PR machines turning – supporting their M & A and Supplier Teams, with the subtle message: “There’s little reason to focus on improving your understanding and development of your differentiation, your revenues, and margins…. The Federal Reserve is driving the bus – profoundly influencing your customers’ purchases of print (and use of your Services).” There is an alternative to their paradigm. We have multiple clients – with increasing revenues, margins, and quiet but expanding plans – for an even better future. A “rising tide…” they are not waiting – to save them. Their formula…? Well, it depends…but there are always options – for a better tomorrow – if you do your homework re.: (a) learning the profile of your most profitable customers, (b) what Services you provide – that keep them sending you more work (very possibly not a sharper dot….!), (c) learning where to go to Research who you need to be serving, and (d) keeping those Referrals coming – from customers – who want to give back to you…! A few examples: One, really several clients, are focusing on Storage & Fulfillment, recognizing that niches in this particular capability can drive not only increasing revenues, but also superior pricing, superior margins, and organic growth – of both current and new customers. Another client (really two clients), primarily publication printers, are serving publications – growing organically, opening multiple new publications – each week. Both organizations are experiencing their best revenue and bottom-line years – ever. Note: Their Value-added Options for their publishers – are like an encyclopedia…! A Commercial Printer, whose Wide-Format revenues – now represent their largest, fastest growing, and most profitable revenue stream. It’s also a fact that their “Creative Department,” a stand-alone profit-center – generates revenues, improved margins, and organic growth – of new accounts….! A Commercial Printer, whose “next generation ownership” were recently recruited – because of their proven talents – in another industry – with outstanding Sales Records – has “shocked” their organization’s productivity – and accountability. Target revenues and profitability – are all raised – significantly…! Major new equipment – is in the budget. A Commercial Printer (all Offset equipment), is in a transitional focus toward packaging, and folding cartons. Importantly, they (a) first organized improved Sales Team structures, and now (b) attend four major Trade Shows, that generate well over 60 new customers a year. Revenues have jumped from about $18 million to well over $32 million – right through the Pandemic...! SUMMARY: There’s one common theme in these organizations: Development of Sales Strategy, Talent, and accountability - for developing profitable customers, and Profitable Sales Team productivity – was THE Priority….! All of these organizations developed a purposeful, market-based strategy, with supportive plans, with frequent check-ups and accountability. (They were not, and are not – waiting for their phones to ring, or listening to suppliers and M & A specialists – tell how slow the markets are turning.) A rising tide – does NOT lift all boats…..Try to avoid organizations that promote that falsehood. …of Indifference. “Don’t be trapped by dogma – which is living with the results of other people’s thinking. Don’t let the noise of others opinions drown out your own inner voice. And most importantly, have the courage to follow your heart and intuition.”..........Steve Jobs

By Sid Chadwick, Chadwick Consulting, Inc. – 09/21/2023 Published in American Printer “Do all the good you can, in all the ways you can….in every place you can, at all the times you can, every time you can.”…….John Wesley INTRODUCTION: Smart Buyers don’t …waste their time. If your Reps can’t get repeat appointments with important Buyers, there are legitimate reasons for that. The Reps who always bring new and valuable information…get repeat appointments. You might want to ask yourself…. the following questions: Do we - as a Business Development Team - review dynamic and interesting Samples – and Quote Letters…in detail…so that Reps, Estimators, and CSRs can review them – competently – with Buyers, Designers, and especially Prospects…? Would written SOPs improve our “consistency of execution”…? (Are our historical SOPs organized and up-to-date – especially for new Reps, CSRs, and Supervisors…?) How many of our important Buyers have NOT visited our Plant, Toured our manufacturing areas, or been introduced to support personnel…especially since the Pandemic? Do we have an important DRILL - for when a “Change in Buyers” occurs, for both re-educating our customer’s New Personnel re. our company, and following up with the Buyer who left…? What are we working to “Continuously Improve”…that’s important…? Is it being regularly measured and reported…? How do we alert customers and prospects re. “What’s New”…? Are Samples mailed…? “Alert Email” notices sent…? What do we Celebrate that’s important…? If all customers are not of equal value, “How do we select who to pursue and develop?” If we acknowledge that “Joint Sales Calls” are more productive, why aren’t more key personnel introduced to Buyers – at their locations…? Do all of our positions with customer contact - have a long list of examples for creating “Perceived Customer Value”…? Do Supervisors ask to review recent examples…? How often are “Written Notes of Appreciation” sent to deserving Buyers – and Suppliers…? (Are we tracking this…?) How often are “Written Notes of Appreciation” sent from one Associate – to another Associate…? (Are we tracking this…?) SUMMARY: Buyers can detect which suppliers have a caring culture and which do not. A caring company president sent one of his “fading” best Reps…back…for a 4-Day (Refresher) Program – focused on Business Development. That Rep’s End-of-Week Testimonial: “I couldn’t believe how much I’d stopped doing….no wonder my Sales were slipping…I wasn’t helping my Buyers…I wasn’t taking them fresh ideas…my Buyers and my Support Team saw my lack of enthusiasm…and creativity.” Smart Buyers don’t …waste their time. If your Reps can’t get repeat appointments with important Buyers, there are legitimate reasons for that. The Reps who always bring new and useful information…get repeat appointments. “Technology is nothing….What’s important is that you have a faith in people, that they’re basically good and smart, and if you give them tools, they’ll do wonderful things with them….”…….Steve Jobs

By Sid Chadwick, Chadwick Consulting, Inc. – 09/07/2023 Published in American Printer “If you could take your experiences and ask to trade them in, the last ones I would trade would be the failures…..Those are the most valuable ones.” …………………………………………………………Jerry Seinfeld INTRODUCTION: “A Rising Tide…lifts all boats.” (A false cliché, whose ship has sailed.) Our Industry Associations….like to survey - and then publish owners’ economic expectations - for predicting print demand. Those Surveys are promoting a lie. Rising Tides…DO NOT… lift all boats. Today, there are organizations in our great industry that are growing organically, with strong backlogs, while similarly equipped competitors down the street…are starving for work. I called a prospect today, someone recently listed in ‘The Top 300”. The lady who answered promptly told me, “We’re closing our doors, selling the equipment for anything we can get……all our remaining employees were given a one week notice…We’re history…” No one closes their doors – with Successful Sales Leadership. Successful Sales Leadership requires - and provides - relevant, relentless education and training, relentless communications, standards of conduct, accountability, a focus on the mission to create and exceed customers’ expectations, and supportive, collaborative Teamwork - between all departments…for measured continuous improvement. And perhaps… above all else, a nurtured capacity…To LISTEN….deeply….! For…. ….What can be improved…(Yes, just about everything)… ….What customers want…and need… ….Where a written SOP will improve performance (and costs)… ….Who in our organization really cares about exceeding customers’ Expectations… ….Who in our organization assisted another employee… or department…that was struggling…. ….Who Volunteered for more overtime…to meet a critical, promised delivery…. ….Who offered to draft a rare “Press Check Standard Operating Procedure”…that led to putting an extra $5,000 on our monthly bottom line, but also led to additional Agency Press Checks….! SUMMARY: A Rising Tide - DOES NOT - lift all boats. Our great industry’s publications carry monthly and biweekly endless articles about technology….and equipment…..All needed. However, where’s The Industry commitment to educate and train how to introduce, and communicate the benefits, and demonstrate… to customers… What Buyers should expect…. from a Great Supplier Organization….! (Wouldn’t this be a great educational session - at upcoming Trade Shows.) What your organization… is capable of producing (while also producing thoughtful, detailed Quotes – in the time they were needed.) A local CEO was observed to remark to one of our long-term clients: "We look forward to making significant contributions to local charitable organizations, not those with significant missions, but rather those with significant leadership." “It matters not how straight the gate, How charged with punishment the scroll, I am the master of my fate: I am the captain of my soul.”………Invictus (1875), William Ernest Henley