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Do some serious flirting with your customers and make them feel special to build a long-term relationship based on more than money. Consultant Matthew Parker explains the detail in these top tips.

There’s a lot of noise surrounding integrated print these days. While still in its infancy, it shows signs of rapid growth. And there are those already making a very decent living out of it; David Hyams is one of them. Having run his own graphic design business for 20 years before getting involved in digital print, he then co-founded Talking Print in 2011, a company that provides audio and video implanted print services. To describe him as ‘enthusiastic’ about the potential for such products is something of an understatement…

Look at what Epson’s 20/20 Vision survey of retailers’ in-store POS spend says about your future as a supplier.

Phil Thompson, head of BPIF Business, presents ways in which you can better evaluate potential employees.

I am not sure if it is becoming more frequent, or just the fact that I am noticing it more often, but the phrase ‘Our people are what make us great’ or something similar seems to be ubiquitous. Even in the more individual of sports, such as F1 racing, the driver seems to mention the team more than ever. The fact remains that your people will have a significant impact on your overall performance. So how do you find the right support team?

Peter Kiddell of the Fespa UK Association explains why it has set up an apprenticeship support structure – and how you could be entitled to a £1,500 grant.

In 1995, Columbia University professor Sheena Lyengar, one of the world’s leading experts on the art of choosing, conducted a famous study. She presented consumers with two supermarket tables: one with 24 types of jam and the other with just six. Her experiment showed that 60% of customers stopped by the table with 24 choices but only 3% made a purchase. Only 40% of shoppers stopped when presented with the smaller selection of jam but 30% of them made bought something. In an age when we’re constantly trying to give our customers an increasing array of options, sometimes less is more. As US company Cornerstone Print and Marketing has suggested in its blog (http://www.cornerstoneprintmarketing.com/about/news.html/article/2013/04/01/aim-to-own-a-single-idea-in-your-customer-s-mind), sometimes the most successful companies effectively own a phrase in their customers’ minds. When you think search engine, you almost subliminally think Google. The pertinent question this blog asks is: “What word or idea do you want to own in your customers’ minds?”

 

 

Wide-format print continues to attract entrepreneurs who want to launch their own businesses. Many of these new companies succeed. Many fail – and not always for the obvious reasons (eg cashflow, a tough market). Hilary Briggs, a profitable growth expert who has worked with many SMEs, has identified seven mistakes many entrepreneurs make (http://hilarybriggs.co.uk/resources/7-mistakes-people-kill-business/ ): doing too much themselves, not knowing what they don’t know, growing too fast before their model is proven to be successful, not having anyone to bounce ideas off or get disinterested feedback from, hiring the wrong people, lacking self-awareness and sticking in their comfort zone because they’re afraid to look ignorant, stupid or weak.

Anyone who has founded or run a business in this industry will, if they analyse that list honestly, admit they have committed at least one of those blunders. Briggs suggests it is especially common for founders of businesses to ignore the fact that not every employee is as passionate about the business as they are.

Nearly two years ago, Fespa’s Richard Kensett offered printers five useful tips for marketing themselves online ( http://www.fespa.com/news/blogs/guest-blogger/top-5-tips-to-cracking-content-marketing-for-your-print-business.html ). If anything, his thoughts are even more relevant today. In essence, he said print firms needed to be more creative online, ensure their brand was consistently expressed across all channels and offer personalised, useful content that is easy to share.

Sounds easy enough? So why aren’t more printers doing it? Too many think having a functional website and a Facebook page is enough. Yet how many likes has that Facebook page got? What’s the biggest discussion you’ve ever had on it? And how many of the people who ‘like’ you on Facebook actually interact with your company in any other way?

Content marketing sounds expensive, laborious and time-consuming. It can be, but it doesn’t have to be. The ‘right’ content that gets you noticed can be something as straightforward as a photograph, some compelling words or even the right question? But if content marketing is to be done well, it has to be done often.

If you feel you’ve missed the boat, don’t worry; one of the great virtues of content marketing – especially when it comes to using social media – is that it is incredibly easy to catch up. Jeffery Hazlett, the author of ‘The Mirror Test’, says: “You don’t need some high-priced consultant to get started. Just remember the 4E’s: Engage, Educate, Excite, Evangelise.”

 

It’s a simple question but the answer is usually far from straightforward. Ron Ashkenas, a managing partner at Schaffer Consulting, estimates there are 83,000 books on Amazon about change management. That represents, in his view, 83,000 pieces of evidence that companies are failing to manage change – even though this issue has been discussed since the 1970s.

In his blog on Harvard Business Review (http://blogs.hbr.org/ashkenas/2013/04/change-management-needs-to-cha.html) Ashkenas suggests that companies fail because they often outsource management of change to ‘experts’ rather than encouraging managers to take the responsibility.

His advice to any company wondering why it is struggling to manage change is to ask three simple questions:

1. Do you have a common framework, language and set of tools for managing change? Obviously, if you don’t, you’re more than likely to be one of the 60-70% of firms that feel their change management effort has failed.

2. Is change management embedded into your project plans or run separately or in parallel? Again, embedded is better but it’s astonishing how many companies haven’t learned this.

3. Are managers or ‘experts’ accountable for change management? If the answer is experts, you’re in trouble. As Ashkenas concludes: “Making change management happen needs to be a core competence of managers, not something they can pass off to others.”

So says the Forum of Private Business as the first companies start to use the system this month. If you’re still not fully prepared here’s what you need to do…

Large-format digital print company PressOn in Rochester was formed (as Press On Digital) in 2000 by Andy Wilson and Nigel Webster and has since specialised in indoor and outdoor advertising. But the directors recognise that to remain competitive, the company needs to keep developing new opportunities. Already this year, it has set-up an online job calculator, launched a Schools Arts Award and has actively started to recruit across various parts of the business. So how is all this activity expected to impact upon the business? 

Phil Thompson, head of BPIF Business, walks you through the basics of a restructuring plan.

Much has been written and spoken about with regards to the industry and how it has changed. The need for change in a business is often a result of the many different pressures facing it in a more globalised and competitive market, but what should be considered and what is available to companies to support transition?

A Roland VersaCamm SP-300i printer/cutter has proved crucial to the set demands of Coronation Street.

   

There's no easy way to put this so let's get straight to the point: are you Peter Sellers? By that I mean, when you present to your staff, customers, investors, do you give a passable impression of the politician in his famous Party Political Speech? Listen to it here (http://m.youtube.com/#/watch?v=GxBtGuu9BVE&desktop_uri=%2Fwatch%3Fv%3DGxBtGuu9BVE) and hear a fluent, easy to follow speech hitch says nothing at all. Sellers' politician isn't missing the point - he has no point to get to. Before you next present to your staff or customers, watch this speech and learn. 

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