IPA Bulletin | Business Development

Missing: Business Development Leadership, by Sid Chadwick
May/June 2008
When you are in any contest, you should work as if there were—to the very last minute—a chance to lose it. This is battle, this is politics, this is anything.—Dwight D. Eisenhower
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Taking Care of Current Business, by Sid Chadwick, Chadwick Consulting
March/April 2008
Evidence is that graphic solutions providers don’t know much about their top 20 customers beyond: the name of the person who last signed purchase orders, what the customer historically buys, and how the customer pays.
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Required: Business Development Leadership, by Sid Chadwick
November/December 2007
The more meaningful contact points between two organizations, the greater the understanding of what a customer really needs.
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Account Management from the Inside by Sid Chadwick
September/October 2007
Customers’ changing needs and ongoing compression of time require that an unusually competent and responsible lead person be available—on behalf of the customer—to deal with the issues.
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Sales Success: Compensation Not the Only Consideration by Dave Kahle
September/October 2007
You can change your compensation plan, but if you don’t instruct the salespeople in how to do the thing you are paying them to do, your results will be less than spectacular.
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At the Core of Consultative Selling, by Debra Voigt Swann
July/August 2007
You Get Delegated to the People You Sound Like! Load the lips of your salespeople so they are prepared to talk with various levels throughout the prospect’s organization.
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Sustainability: A New Cycle of Green Thinking, by Patti A. Soldavini
July/August 2007
Businesses serving the brand image management industry have a responsibility and opportunity to recommend solutions that are good for our planet, not just for today but for many tomorrows to come.
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Your Customer’s Marketing Campaign, by Sid Chadwick
May/June 2007
The golden rule for becoming an effective part of your customer’s marketing plans: Treat their resources and time the way you would want your resources and time to be treated.
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At the Core of Consultative Selling
No Goal, No Prospect! by Debra Voigt Swann
May/June 2007
Once a goal is shared, the salesperson can learn about barriers to achieving a goal, and help the buyer see how barriers can be resolved by using the seller’s offerings.
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Ideas, Actions, Results
March/April 2007
The IPA Executive Forum and Business Development Conference examined industry trends and provided attendees with ideas and an action plan to improve and build upon their existing base of business.
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The RFI/RFP Process, by Sid Chadwick
March/April 2007
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.
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Automating Your Graphics Workflow by Joe Bracken
January/February 2007
How an Integrated Workflow Can Grow Your Business.
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The Digital Data Game: One Company’s Approach by Gary Sutula
January/February 2007
The need to manage assets and projects digitally to streamline workflow has become apparent, but companies also need to leverage asset management to create the greatest benefit to their clients as well as to their own bottom line.
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Improved Customer Communications by Sid Chadwick
January/February 2007
Only organizations that integrate customer feedback and provide customers with systematic, useful information can expect to remain in business.
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On-the-Job Training: Is It the Best Way to Develop a Salesperson? by Dave Kahle
November/December 2006
Management should address the issue of developing effective salespeople with a systematic approach to teaching the best practices of the professional salesperson.
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Great Customer Service, Excerpted from IPA’s Great Customer Service Workbook
September/October 2006
An organization with mediocre account executives and great CSRs can grow their performance. However, an organization with great account executives and mediocre CSRs can, at best, do no better than “hold their own.”
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Integrated Marketing by Sid Chadwick
September/October 2006
An integrated marketing approach should feed differentiation and future performance.
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Market Differentiation: The Deciding Factor by Sid Chadwick
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.
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Developing a Customer-Centric Graphic Arts Organization by Sid Chadwick
May/June 2006
Our Mission is to spoil our customers so much they would never want to leave, and no one else would ever want them.
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A Guide for New Buyers: Getting Buyers Up to Speed by Sid Chadwick
March/April 2006
“Whenever an individual or business decides that success has been attained (or what they’re doing is good enough) progress stops.” Thomas Watson, Jr., IBM, Investors Business Daily, March 13, 2006
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Supporting Trusting Customer Relationships by Sid Chadwick
January/February 2006
When buyers place their most treasured digital assets with a supplier, they, in effect, have invited that supplier to move “next to their heartbeat.”
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Power Is In the Process - A Lesson for Salespeople by Dave Kahle
November/December 2005
Every selling situation has a very definable step-by-step process, which when executed with expertise almost inevitably leads to a sale.
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A Gold Mine RequiresSomeone to Mine It! by Sid Chadwick
November/December 2005
Customer surveys should provide a market-based, comprehensive snapshot of customers' perceptions and actionable follow-up issues.
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Developing and Managing Customer Related Information by Sid Chadwick
September/October 2005
Senior Management must be willing to discuss (for buy-in) and engage opportunities for new information and resulting strategies.
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Tracking Your Sales Force by Creating Specific Expectations by Dave Kahle
May/June 2005
The malaise of undirectability has, at its heart, a difference of opinion as to what the salesperson should do. Salespeople believe one thing and management believes otherwise.
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Developing Accountability for Business Development In Your Sales Team by Sid Chadwick
May/June 2005
Who is responsible for Sales Team performance development, and accountability?
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Orchestrating Your Company's Self-Promotion by Sid Chadwick
March/April 2005
Self-promotion should support your central strategy and purposeful market differentiation.
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