5 Reasons You Should Consider Focusing on Sales and Marketing RIGHT NOW
In today’s business world, using current sales and marketing strategies can be daunting. This article comes from guest blogger, Kelly Mallozzi, speaker at the 2014 BIA Annual Conference and contributor to the Success.In.Print. blog at PIworld.com. “It always seems impossible until it’s done” –—Nelson Mandela What a spectacularly simple quote from one of the world’s greatest, bravest, and most influential leaders. Viewing something as impossible often has to do with fear. Fear is what keeps us from acting. There are all kinds of fear—fear of the unknown and fear of rejection are just two. So here are five reasons to motivate you to get beyond your fear and take some action with regard to your sales and marketing efforts today. Your competition is doing it. There is someone out there right now who does what you do and thinks they can do it better than you. And they are telling that story all over town. In fact, they are telling it to your customers. Please don’t get outsold because you are complacent or comfortable. The world has changed. Technology is not only available; it is the preferred method of communication for entire generations of people. While that may seem scary, it is also a fantastic opportunity. You can use technology to communicate with huge groups of people at once very cost-effectively. Your customers expect it. Websites, blogs, and social media presence are all considered MUST HAVES for any business today. Prospects will notice your absence in the sandbox. It’s not as hard as you think it is. See the quote above—while it’s not exactly a piece of cake, much of social media participation just requires showing up and sharing your knowledge. It is more than worth it. Making sales calls, focusing on your target market, developing a multi-touch communications strategy—these will all pay off for you. I promise. Just go ahead and try to prove me wrong! After 15 years in selling print, Kelly Mallozzi is now a consultant helping printers of all sizes sell more. Kelly joins a lineup of influential speakers at the 2014 BIA Annual Conference. In her session, “Selling the New Technology Economy”, she shows conference attendees how to optimize technology, including social media, to drive sales through case studies, demos, and more. Register For the 2014 BIA Annual Conference at www.printing.org/biaconference, heldMarch 30–April 2, at The Fairmont Dallas Hotel, in Dallas,...
read more5 Reasons You Should Consider Focusing on Sales and Marketing RIGHT NOW
In today’s business world, using current sales and marketing strategies can be daunting. This article comes from guest blogger, Kelly Mallozzi, speaker at the 2014 BIA Annual Conference and contributor to the Success.In.Print. blog at PIworld.com. “It always seems impossible until it’s done” –—Nelson Mandela What a spectacularly simple quote from one of the world’s greatest, bravest, and most influential leaders. Viewing something as impossible often has to do with fear. Fear is what keeps us from acting. There are all kinds of fear—fear of the unknown and fear of rejection are just two. So here are five reasons to motivate you to get beyond your fear and take some action with regard to your sales and marketing efforts today. Your competition is doing it. There is someone out there right now who does what you do and thinks they can do it better than you. And they are telling that story all over town. In fact, they are telling it to your customers. Please don’t get outsold because you are complacent or comfortable. The world has changed. Technology is not only available; it is the preferred method of communication for entire generations of people. While that may seem scary, it is also a fantastic opportunity. You can use technology to communicate with huge groups of people at once very cost-effectively. Your customers expect it. Websites, blogs, and social media presence are all considered MUST HAVES for any business today. Prospects will notice your absence in the sandbox. It’s not as hard as you think it is. See the quote above—while it’s not exactly a piece of cake, much of social media participation just requires showing up and sharing your knowledge. It is more than worth it. Making sales calls, focusing on your target market, developing a multi-touch communications strategy—these will all pay off for you. I promise. Just go ahead and try to prove me wrong! After 15 years in selling print, Kelly Mallozzi is now a consultant helping printers of all sizes sell more. Kelly joins a lineup of influential speakers at the 2014 BIA Annual Conference. In her session, “Selling the New Technology Economy”, she shows conference attendees how to optimize technology, including social media, to drive sales through case studies, demos, and more. Register For the 2014 BIA Annual Conference at www.printing.org/biaconference, heldMarch 30–April 2, at The Fairmont Dallas Hotel, in Dallas,...
read moreMore Than Just Tools: How to Begin Building a Sustainable Culture of Continuous Improvement
Where can business leaders find a blueprint for transforming their company through continuous improvement? As Executive Director of one of the most prestigious Lean awards in the country, The Shingo Prize for Operational Excellence, Robert Miller has seen leaders build lasting cultures on the valuable concepts of The Shingo Model. We asked him for advice he would give business leaders within the graphic arts industry on beginning a continuous improvement program. Of course, like anything worth accomplishing, building a successful program comes with intrinsic challenges. Robert also offers some tips on how you can focus and prepare for these challenges and get on your way to creating a prosperous Lean organization. …Or maybe even receiving the next Shingo Prize? Q: What is the first thing that leaders need to start doing in order to build a culture of excellence? Robert Miller: First, leaders must make it very clear in their own minds, and in the collective minds of the leadership team, what excellence looks like. This cannot be a description of the tools people will be using or the programs that must be implemented. Rather excellence requires a clear description of the results expected and an equally clear focus on the behaviorsthat must be demonstrated by both the senior team and management teams in addition to all of the associates in the organization. With a clear picture of what excellence must look like, organization leaders must then be able to see the realities of where they currently are relative to this new standard of excellence. Q: What guiding principles should leaders focus on? RM: All of the principles identified in the Shingo Model are critical in the creation of enterprise excellence, but in reality most organizations are in different places relative to these principles. The best place to start is to identify the business outcomes that are in greatest need of improvement then determine which of the ten guiding principles will have the greatest impact on those outcomes. Q: What are the telltale signs that continuous improvement is not yet ingrained in a company’s culture? RM: There are several issues that would signal that a company is still vulnerable: If you are still thinking in any way that building a culture of enterprise excellence is something that can largely be delegated down or out to HR or to a department for continuous improvement, you are still vulnerable. Look around, and if you measure your progress in terms of “events” or “projects” completed … you are still vulnerable. If senior leaders or managers or front line supervisors use words that suggest in any way that they are too busy doing to pay attention to the improvement … you are still vulnerable. If behavior is seen as a “soft” thing, the responsibility of HR … then you are still vulnerable. If improvement is driven by numbers or results and does not include an equal focus on ideal principle-based behaviors … then you are still vulnerable. Q: Is there a particular principle that leaders seem to have the most difficulty taking to heart and reinforcing within the organization? RM: The enabling principle of “Respect for every individual” is the most critical and difficult for many organizations to fully understand and align with. I recently took a group of executives on a...
read moreMore Than Just Tools: How to Begin Building a Sustainable Culture of Continuous Improvement
Where can business leaders find a blueprint for transforming their company through continuous improvement? As Executive Director of one of the most prestigious Lean awards in the country, The Shingo Prize for Operational Excellence, Robert Miller has seen leaders build lasting cultures on the valuable concepts of The Shingo Model. We asked him for advice he would give business leaders within the graphic arts industry on beginning a continuous improvement program. Of course, like anything worth accomplishing, building a successful program comes with intrinsic challenges. Robert also offers some tips on how you can focus and prepare for these challenges and get on your way to creating a prosperous Lean organization. …Or maybe even receiving the next Shingo Prize? Q: What is the first thing that leaders need to start doing in order to build a culture of excellence? Robert Miller: First, leaders must make it very clear in their own minds, and in the collective minds of the leadership team, what excellence looks like. This cannot be a description of the tools people will be using or the programs that must be implemented. Rather excellence requires a clear description of the results expected and an equally clear focus on the behaviorsthat must be demonstrated by both the senior team and management teams in addition to all of the associates in the organization. With a clear picture of what excellence must look like, organization leaders must then be able to see the realities of where they currently are relative to this new standard of excellence. Q: What guiding principles should leaders focus on? RM: All of the principles identified in the Shingo Model are critical in the creation of enterprise excellence, but in reality most organizations are in different places relative to these principles. The best place to start is to identify the business outcomes that are in greatest need of improvement then determine which of the ten guiding principles will have the greatest impact on those outcomes. Q: What are the telltale signs that continuous improvement is not yet ingrained in a company’s culture? RM: There are several issues that would signal that a company is still vulnerable: If you are still thinking in any way that building a culture of enterprise excellence is something that can largely be delegated down or out to HR or to a department for continuous improvement, you are still vulnerable. Look around, and if you measure your progress in terms of “events” or “projects” completed … you are still vulnerable. If senior leaders or managers or front line supervisors use words that suggest in any way that they are too busy doing to pay attention to the improvement … you are still vulnerable. If behavior is seen as a “soft” thing, the responsibility of HR … then you are still vulnerable. If improvement is driven by numbers or results and does not include an equal focus on ideal principle-based behaviors … then you are still vulnerable. Q: Is there a particular principle that leaders seem to have the most difficulty taking to heart and reinforcing within the organization? RM: The enabling principle of “Respect for every individual” is the most critical and difficult for many organizations to fully understand and align with. I recently took a group of executives on a...
read moreThe Continuous Improvement Conference—The Event That Never Stops Giving
This article is contributed by guest writer, John Compton, Principle, Compton & Associates, and long-time supporter of the Continuous Improvement Conference. “In my 40 years of attending and presenting at a variety of conferences, I’ve yet to find a conference where the openness and sharing equals that which occurs at the CI Conference.” It’s no surprise to me that we are preparing to hold the 25th annual Continuous Improvement Conference. Why the longevity? It’s simple: the people and companies attending over the years have greatly benefitted from the learning and sharing that occur every year at this conference. No Secrets among Friends From the beginning, the purpose of the conference was to provide a venue for people to learn about quality improvement and share their experiences in applying emerging concepts and tools within the printing industry. In fact, in my 40 years of attending and presenting at a variety of conferences, I’ve yet to find a conference where the openness equals that which occurs at the CI Conference. In the various case studies offered each year, companies voluntarily present methods and techniques they use to significantly improve quality and reduce costs and lead time, often with direct competitors sitting in the audience. Then they entertain specific questions on how they achieved their improvements and offer specific answers. It’s safe to say there are no secrets at this conference! Will Work for Quality How can this happen when there is so much competition in our industry? Again, I think the answer is quite simple: while there are no secrets on how to achieve a more rapid rate of improvement, it’s clear that it’s not easy to do. (There is a valuable CI knowledge quiz if you want to find your knowledge gaps.) Whether it’s total quality, six sigma, ISO 9000, Lean manufacturing, or any of the other approaches, it’s hard work. And like anything that’s hard, you must have a reason to sweat for it. The print companies presenting their case studies at this conference detail just how hard it is to achieve and sustain improvement in lead times, waste reduction, and operating costs. So while the concepts, methods, and results are laid out for attendees to see, each company must provide its own energy, desire, and resources for a successful CI journey. In short, each must have a good reason to sweat for it. Without it, the methods produce limited, short-term results. Looking Back and Looking Forward I’ve attended and presented at 23 of the 24 conferences held so far, and as I look back over the 25-year history, I see how far this event—and our industry—have come: Initially, those attending the early conferences were primarily QC managers and supervisors. Quality had been delegated to a single department, and the focus was primarily on the product. The principle quality method was visual inspection for color, registration and fit, and a variety of physical defects. We were just learning about the benefits of process control in addition to product control as an improvement approach. Today it’s well established that if you want the right product or outcome, you have to have the right process. Thus, the focus on process improvement and the methods and strategies of achieving it play a dominant role in the conference today. The first few years...
read moreThe Continuous Improvement Conference—The Event That Never Stops Giving
This article is contributed by guest writer, John Compton, Principle, Compton & Associates, and long-time supporter of the Continuous Improvement Conference. “In my 40 years of attending and presenting at a variety of conferences, I’ve yet to find a conference where the openness and sharing equals that which occurs at the CI Conference.” It’s no surprise to me that we are preparing to hold the 25th annual Continuous Improvement Conference. Why the longevity? It’s simple: the people and companies attending over the years have greatly benefitted from the learning and sharing that occur every year at this conference. No Secrets among Friends From the beginning, the purpose of the conference was to provide a venue for people to learn about quality improvement and share their experiences in applying emerging concepts and tools within the printing industry. In fact, in my 40 years of attending and presenting at a variety of conferences, I’ve yet to find a conference where the openness equals that which occurs at the CI Conference. In the various case studies offered each year, companies voluntarily present methods and techniques they use to significantly improve quality and reduce costs and lead time, often with direct competitors sitting in the audience. Then they entertain specific questions on how they achieved their improvements and offer specific answers. It’s safe to say there are no secrets at this conference! Will Work for Quality How can this happen when there is so much competition in our industry? Again, I think the answer is quite simple: while there are no secrets on how to achieve a more rapid rate of improvement, it’s clear that it’s not easy to do. (There is a valuable CI knowledge quiz if you want to find your knowledge gaps.) Whether it’s total quality, six sigma, ISO 9000, Lean manufacturing, or any of the other approaches, it’s hard work. And like anything that’s hard, you must have a reason to sweat for it. The print companies presenting their case studies at this conference detail just how hard it is to achieve and sustain improvement in lead times, waste reduction, and operating costs. So while the concepts, methods, and results are laid out for attendees to see, each company must provide its own energy, desire, and resources for a successful CI journey. In short, each must have a good reason to sweat for it. Without it, the methods produce limited, short-term results. Looking Back and Looking Forward I’ve attended and presented at 23 of the 24 conferences held so far, and as I look back over the 25-year history, I see how far this event—and our industry—have come: Initially, those attending the early conferences were primarily QC managers and supervisors. Quality had been delegated to a single department, and the focus was primarily on the product. The principle quality method was visual inspection for color, registration and fit, and a variety of physical defects. We were just learning about the benefits of process control in addition to product control as an improvement approach. Today it’s well established that if you want the right product or outcome, you have to have the right process. Thus, the focus on process improvement and the methods and strategies of achieving it play a dominant role in the conference today. The first few years...
read moreAre You an Inspirational Leader?
The following blog post has been contributed by Patrick Sweeney, President, Caliper. Leadership is constantly evolving, whether it’s how to strategically lead a business into the future or how to innovate in a digital world that is changing by the second. But there is one facet of leadership that remains the same—the importance of being inspirational. Employees are what drive a company forward, and if they aren’t inspired or they don’t feel motivated by their leadership, both leaders and their companies will ultimately miss the mark. An inspirational leader starts by listening, then engaging, and then developing their people. Listen Listening is the key to truly connecting with employees. And from listening, trust develops. Leaders have to take a moment to step outside their own roles and understand what it is that motivates their top performers, what ideas they can share, and how effectively they function with their teams. Top performers provide key information about the rest of the organization. Successful leaders are able to call on their most valuable employees in middle management, for example, to help them get clarity on the big picture. They are the ones who can walk alongside leaders and help them understand the inner workings of the rest of the organization. So without them, many leaders would be lost—as it is nearly impossible for leaders to spend time with every individual in the company. Engage A study conducted by Society for Human Resource Management indicates that employees are 87 percent less likely to leave a company than those who are disengaged. In addition, further studies show that only 26 percent of leaders today are creating an engaging environment for their people. Employee engagement begins with leaders showing they value their people and they are willing to spend time and resources on helping them capitalize on their strengths. Leaders should make it a priority to connect with their key people, build strengths around them, and engage them to exceed expectations. And most important, they must make sure that each of their top performers knows they are truly valued. So taking the time to connect with key people in the organization can manifest itself as: Setting aside weekly or biweekly meetings with managers in the organization. Taking the time to understand the manager’s and their team’s workload, and any concerns that might exist. Reinforcing a job well done, while providing constructive feedback on growth opportunities. In order to keep your employees engaged, you must make a solid commitment to developing their potential. As a result, business outcomes can become more predictable, and you can ensure you retain more top performers. Develop Development can take the form of personalized coaching, team building, or management training—or a combination of those. Ongoing development is not limited to the new employee: team members, leaders, and colleagues all benefit greatly when collaboration and trust exist. Organizational coaches are able to assess your specific situation and provide personalized programs based on your company’s needs. This can be done by creating appropriate development programs for both your leaders and your employees. Start by determining what your organization needs and what goals you wish to achieve. Then, you’ll be ready to assess what kinds of plans and programs are available to address the specific issues, challenges, and objectives that matter to you. Especially...
read moreAre You an Inspirational Leader?
The following blog post has been contributed by Patrick Sweeney, President, Caliper. Leadership is constantly evolving, whether it’s how to strategically lead a business into the future or how to innovate in a digital world that is changing by the second. But there is one facet of leadership that remains the same—the importance of being inspirational. Employees are what drive a company forward, and if they aren’t inspired or they don’t feel motivated by their leadership, both leaders and their companies will ultimately miss the mark. An inspirational leader starts by listening, then engaging, and then developing their people. Listen Listening is the key to truly connecting with employees. And from listening, trust develops. Leaders have to take a moment to step outside their own roles and understand what it is that motivates their top performers, what ideas they can share, and how effectively they function with their teams. Top performers provide key information about the rest of the organization. Successful leaders are able to call on their most valuable employees in middle management, for example, to help them get clarity on the big picture. They are the ones who can walk alongside leaders and help them understand the inner workings of the rest of the organization. So without them, many leaders would be lost—as it is nearly impossible for leaders to spend time with every individual in the company. Engage A study conducted by Society for Human Resource Management indicates that employees are 87 percent less likely to leave a company than those who are disengaged. In addition, further studies show that only 26 percent of leaders today are creating an engaging environment for their people. Employee engagement begins with leaders showing they value their people and they are willing to spend time and resources on helping them capitalize on their strengths. Leaders should make it a priority to connect with their key people, build strengths around them, and engage them to exceed expectations. And most important, they must make sure that each of their top performers knows they are truly valued. So taking the time to connect with key people in the organization can manifest itself as: Setting aside weekly or biweekly meetings with managers in the organization. Taking the time to understand the manager’s and their team’s workload, and any concerns that might exist. Reinforcing a job well done, while providing constructive feedback on growth opportunities. In order to keep your employees engaged, you must make a solid commitment to developing their potential. As a result, business outcomes can become more predictable, and you can ensure you retain more top performers. Develop Development can take the form of personalized coaching, team building, or management training—or a combination of those. Ongoing development is not limited to the new employee: team members, leaders, and colleagues all benefit greatly when collaboration and trust exist. Organizational coaches are able to assess your specific situation and provide personalized programs based on your company’s needs. This can be done by creating appropriate development programs for both your leaders and your employees. Start by determining what your organization needs and what goals you wish to achieve. Then, you’ll be ready to assess what kinds of plans and programs are available to address the specific issues, challenges, and objectives that matter to you. Especially...
read moreQuiz: Quality Leaders host the 2014 CI Conference Tours
What do lipstick, sheet metal, and football have in common? No, it’s not some college hazing stunt gone bad. It is all included in the range of exciting tours you can experience as part of the 2014 Continuous Improvement Conference in Dallas, TX. This year’s three tours at Mary Kay, Karlee, and AT&T Stadium get you in to see award-winning Lean manufacturing management and quality practices in progress—as well as a Texas-sized architectural wonder that will leave you so impressed you’ll be ready to “throw your hat over the windmill!” Although you may be familiar with these facilities (as well as some Texas colloquialisms) you may be surprised by some of their most remarkable quality and manufacturing features. To give you a better look at what you can expect from these tours, we’ve put together this short quiz. So if you think you’re “as bright as a new penny,” take a shot at these stumpers. (Answers included below—but don’t peek!) 1. Your VIP-guided tour of AT&T Stadium, home of the Dallas Cowboys, includes tons of exclusive activities like stops at a private suite and the print media press box. It’s considered the world’s largest domed structure. In true Texas fashion, it also boasts the largest: a. Playing surface b. Retractable roof c. Score board d. Retail sales 2. For major events, AT&T Stadium can expand to accommodate seating for how many fans? a. 100,000 b. 500,000 c. 250,000 d. 94,000 3. On average, Mary Kay’s 25 packaging lines produce how many tubes of lipstick? a. 7,000 b. 100,000 c. 25,000 d. 15,000 4. Recognized as an FDA-registered drug manufacturing plant, how many units of TimeWise®Day Solution Sunscreen SPF 22 can the facility produce in a typical 10-hour shift? a. 13,500 b. 25,500 c. 72,500 d. 18,500 5. Mary Kay’s commitment to consistent quality is evident in the number of different product and product component tests performed each year. With 100,000 analytical measurements of products, how many measurements of packaging components are performed each year? a. 50,000 b. 100,000 c. 250,000 d. 350,000 6. In what year did the President of the United States present Karlee with the prestigious Malcolm Baldrige National Quality Award, one of only 30 small manufacturers to ever win this award? a. 2000 b. 2003 c. 2010 d. 2012 7. Karlee uses which of the following approaches to lead with best-in-class quality? a. Total Quality Management Principles b. Standard Process Control c. ISO 9001 d. Lean Manufacturing Answers: 1: b—Credited with the world’s largest retractable roof, the home of the Dallas Cowboys claim the facility the largest enclosed NFL stadium. 2: a—AT&T Stadium can handle a crowd, allowing seating room for 100,000 raving fans. 3: c—The Mary Kay manufacturing plant can produce a whopping 25,000 tubes of lipstick in a normal shift, in addition to 35,000 trays of cheek color and 50,000 bottles of body wash. 4: d—Mary Kay produces and distributes products classified as over-the-counter drugs, such as about 18,500 bottle of sunscreen. 5: c—250,000 measurements of packaging components are performed each year at Mary Kay plus more than 1,000 stability studies on products and 300,000 tests on ingredients and finished goods. 6: a—Karlee won the Malcolm Baldrige National Quality Award in the year 2000 and is constantly...
read moreQuiz: Quality Leaders host the 2014 CI Conference Tours
What do lipstick, sheet metal, and football have in common? No, it’s not some college hazing stunt gone bad. It is all included in the range of exciting tours you can experience as part of the 2014 Continuous Improvement Conference in Dallas, TX. This year’s three tours at Mary Kay, Karlee, and AT&T Stadium get you in to see award-winning Lean manufacturing management and quality practices in progress—as well as a Texas-sized architectural wonder that will leave you so impressed you’ll be ready to “throw your hat over the windmill!” Although you may be familiar with these facilities (as well as some Texas colloquialisms) you may be surprised by some of their most remarkable quality and manufacturing features. To give you a better look at what you can expect from these tours, we’ve put together this short quiz. So if you think you’re “as bright as a new penny,” take a shot at these stumpers. (Answers included below—but don’t peek!) 1. Your VIP-guided tour of AT&T Stadium, home of the Dallas Cowboys, includes tons of exclusive activities like stops at a private suite and the print media press box. It’s considered the world’s largest domed structure. In true Texas fashion, it also boasts the largest: a. Playing surface b. Retractable roof c. Score board d. Retail sales 2. For major events, AT&T Stadium can expand to accommodate seating for how many fans? a. 100,000 b. 500,000 c. 250,000 d. 94,000 3. On average, Mary Kay’s 25 packaging lines produce how many tubes of lipstick? a. 7,000 b. 100,000 c. 25,000 d. 15,000 4. Recognized as an FDA-registered drug manufacturing plant, how many units of TimeWise®Day Solution Sunscreen SPF 22 can the facility produce in a typical 10-hour shift? a. 13,500 b. 25,500 c. 72,500 d. 18,500 5. Mary Kay’s commitment to consistent quality is evident in the number of different product and product component tests performed each year. With 100,000 analytical measurements of products, how many measurements of packaging components are performed each year? a. 50,000 b. 100,000 c. 250,000 d. 350,000 6. In what year did the President of the United States present Karlee with the prestigious Malcolm Baldrige National Quality Award, one of only 30 small manufacturers to ever win this award? a. 2000 b. 2003 c. 2010 d. 2012 7. Karlee uses which of the following approaches to lead with best-in-class quality? a. Total Quality Management Principles b. Standard Process Control c. ISO 9001 d. Lean Manufacturing Answers: 1: b—Credited with the world’s largest retractable roof, the home of the Dallas Cowboys claim the facility the largest enclosed NFL stadium. 2: a—AT&T Stadium can handle a crowd, allowing seating room for 100,000 raving fans. 3: c—The Mary Kay manufacturing plant can produce a whopping 25,000 tubes of lipstick in a normal shift, in addition to 35,000 trays of cheek color and 50,000 bottles of body wash. 4: d—Mary Kay produces and distributes products classified as over-the-counter drugs, such as about 18,500 bottle of sunscreen. 5: c—250,000 measurements of packaging components are performed each year at Mary Kay plus more than 1,000 stability studies on products and 300,000 tests on ingredients and finished goods. 6: a—Karlee won the Malcolm Baldrige National Quality Award in the year 2000 and is constantly...
read more