Imagine driving down the road and someone in the back seat says, “Wow, there sure are a lot of red cars on this highway.” For the rest of the day, you’d probably pay special attention to every red car you see, as if they didn’t exist before it was mentioned.
The same can be said, nay, needs to be said about verticals.
To fully take advantage of the benefits of inkjet, it’s important to have a workflow that can operate across multiple types of incoming work, automating tasks along the way, and work agnostically in a mixed printing environment with equipment from multiple vendors or multiple printing technology (inkjet production, toner, offset, large format).
One of the problems that hinders the ability to take advantage of the greater speeds and format sizes of inkjet presses is the reluctance of users to replace their proprietary workflows.
We have an amazing thINK Ahead 2019 conference in store for you. With more than 75 presenters — 50 inkjet press customers and 25 industry analysts and experts — you can be assured learning and networking will be at an all-time high.
In this series on effective marketing for printing companies, we’ve covered many topics, including developing a company vision, finding likely customers, using effective content marketing, and leveraging marketing technology.
Now, let’s turn to the element that pulls all these and more into a successful whole: the people who make up your marketing operations (MO) team. Who are the folks who can manage or implement the key marketing elements to sustain and grow your business?
Bill has three daughters, Kate, Emma, and Madeline.
When Kate graduated from high school, she stepped into college in Boston. That expensive mistake was also Bill’s first experience with the college admissions process. Kate’s criteria for a school was fairly simple: Is the school far away from her parents? Her college of choice welcomed Kate with open arms, the check cleared, and her college career was off and running.
The term, “Vertical Market” is used to define categories of prospects, such as banks, hospitals, colleges, restaurants, construction, and so on. The thinking is, if you can learn to sell to one, you can merrily crusade to another and find a similar situation, offer a similar solution, and make a second sale. Then another. And another.
That’s how it works on paper, anyway.
But there’s a right way and a wrong way to sell to verticals. Here it is in short:
“It’s not about what they buy. It’s about why they buy it.”
