The document discusses how printing executives need to assess their sales staff to determine if they have the right skills to execute new business strategies. It notes that 80-90% of printing salespeople are not suited for the new roles needed, such as business development. The document provides an action plan for executives, which includes clearly defining the new sales roles and requirements, and considering recruiting more sophisticated sales professionals if needed.

1. Leading printing executives into the future
Are Your Sales People an Asset or Liability?
By Jerry Scher
Published: August 6, 2012
During the month of August all 32 NFL teams are actively preparing for their upcoming season.
Players are being physically challenged and focused on a “back to basics” approach. Coaches are
designing new and innovative strategies to compete and win and while each team is approaching
these tasks with their own style, there is one commonalty amongst all of them; the assessment of
their current players and determining what talent they need to align their team with their
strategies. Sound familiar?
“80-90% of printing sales people are neither interested nor suitable to make the transition
required”
Printers are continually being challenged to redefine their business models and strategies to
respond to the extraordinary changes in the graphic communications industry. Investments are
being made in technology and software and company executives are considering re-training staff
or recruiting/hiring to fill gaps in areas of data management, web development, social media,
marketing, mobile communications and the list goes on.
Now, if you were managing a professional sports team and evaluating your current program you
would certainly be reviewing your overall strategy and rethinking what it will take to succeed in
the future. You would be assessing your current players; focusing on their skills, attitude and
contributions to the team’s overall effort. You would certainly be identifying positions on your
team that require strong new talent and your management team would be planning your
recruiting strategies. And, if you were re-inventing your overall strategy for the future, the talent
search would be of even greater importance.
But before I discuss your talent challenges let me first emphasize the need for a thorough
planning process and development of your plan. With the recent passing of Stephen R. Covey we
have been reminded of his outstanding book, “Seven Habits of Highly Effective People”.
Covey’s second habit is “Begin with the end in mind”. And perhaps you remember the wise
words of Forest Gump, “If you don’t know where you’re going, you’re unlikely to end up there.”
If you are a company executive struggling to reinvent your business model and attempting to
determine how you will generate profitable revenue in the future, the process of “working on
your business” must be your greatest priority while your team continues to run your day-to-day
business. And within that focus, you must consider whether or not you have the right people in
place to execute your redefined strategy.

2. Do You Have The Talent?
Even when a company is continuing an existing business strategy it requires employees that have
the necessary skills and ability involved in the right activities; they must be clearly focused and
aligned with the goals of the organization. They’ve got to have that “fire in the belly” so essential
to great performance and the desire to continue to learn and improve. Your team is only as strong
as your weakest player.
Selling behavior hasn’t changed at all
Sales Staff
Sales people who have been responsible for maintaining a book of business and have ongoing
relationships with the buyers at their clients’ businesses continue to play an important role in
business retention and project management. But one must beg the question, are they willing and
capable of pursuing the business development role essential in executing a multi-disciplinary
sales strategy. Based upon conversations with hundreds of company executives over the past
year I’ve learned that this is a very serious concern and obstacle to growth. In fact, my research
indicates that 80-90% of printing sales people are neither interested nor suitable to make the
required transition.
The role of business development requires the following skills and competencies.
 Interpersonal skills
 Strong presentation and influencing skills
 Ability to engage in dialogue at multiple levels
 Organizational and planning proficiency
 Client focused not product focused
 Technology competence
 Marketing knowledge
Does your current sales staff have what it takes?
Project Manager versus Business Development Professional
For years I have been speaking, writing and coaching in multiple industries to encourage sales
professionals to transition from a transactional sales approach to a consultative, client focused
strategy. It is clear to me that while too many sales people have changed their titles on their
business cards their selling behavior hasn’t changed at all. This is an inhibiting factor when
executing a cross-media or integrated marketing strategy. If you are faced with this reality you
must take assertive action.

3. Action Plan
Begin by seriously considering the role/responsibilities of the sales/business development
position within your organization. You must prepare a well-defined job description including the
tasks and activities to be performed, how they will be held accountable (key performance
indicators –KPI) as well as all of the eligibility requirements (can they do the work) for the
position. Consider the essential education and professional training; determine the previous
experience you require and determine what knowledge and skills you require in the different
technology areas.
With the eligibility requirements established, you must define the suitability requirements (will
they do the work) that include personal interests, behavioral traits and all of the soft skills that
are essential. These include interpersonal and communication competence as well as a strong
work ethic and collaborative ability. Some of the essential traits to look for in a successful
business developer include taking initiative, wanting challenge, analytical ability, creative
persistence and a desire to continually learn and improve.
As you continue your journey toward reinventing your business you will likely conclude that
recruiting a more sophisticated sales professional will be necessary. Don’t take shortcuts; put in
the effort to clearly define the new role and prepare properly before beginning your recruiting
efforts. The future of your business depends on it.
Stay tuned to this continual series - as we describe a more systematic approach to successfully
identify the talent you need as you re-engineer your business model.
Jerry Scher has been engaged in the graphic communication industry for over 35 years, Jerry's
primary goal - make those around him more successful.

4. PEOPLE. PERFORMANCE. PROFITABILITY.
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