Published Articles

Developing a Customer-Centric Graphic Arts Organization

Published Articles
Published in

IPA Bulletin

on 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.

-As reported from a chain of reprographic stores in Southern California.

Relentless information gathering. Clarity of purpose. Clarity of communications. And setting the example. As leaders in our organizations, we may privately say to ourselves that the customer can't always be right, but the facts are the customer is still the customer. It's customers we are in business to serve — beyond their expectations. And it's customers who ultimately determine who is allowed to stay in business — and prosper.

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A Guide for New Buyers: Getting Buyers Up to Speed

Published Articles
Published in

IPA Bulletin

on 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

In February at the Sawgrass-Marriott, Chadwick Consulting sponsored a Business Development Conference. Attendees included an organization that is evolving from a traditional prepress service bureau. A member of his organization made a stunning presentation about a New Buyer's Guide. (Attendee presentations of exceptional practices and models with customers are the core format of our conferences.)

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Supporting Trusting Customer Relationships

Published Articles
Published in

IPA Bulletin

on 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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A Gold Mine Requires Someone to Mine It!

Published Articles
Published in

IPA Bulletin

on November/December 2005

Customer surveys should provide a market based, comprehensive snapshot of customers' perceptions and actionable follow-up issues.

What would it be worth to you if I tell you what percentage of business your company is missing at more than 30 percent of your customers (and including most of your top 20 major accounts)?

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Go Beyond Numbers To Gain Key Insights

Published Articles
Published in

Print Profit

on Fall 2005

To find the kind of in-depth knowledge today's graphic communications companies need to position themselves more effectively — and more profitably — they must look beyond their financial statements.

While timely and accurate financial information can provide valuable insights into how a business is performing, such quantitative information in and of itself is not sufficient for today's increasingly complex graphic communications companies.

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Developing Accountability for Business Development In Your Sales Team

Published Articles
Published in

IPA Bulletin

on May/June 2005

Who is responsible for Sales Team performance development, and accountability?

The keynote speaker at a recent commencement address was heard to say to the graduating class, "My generation had to get off the dime; and your generation must change its paradigm."

Who's responsible for Sales Team performance development, and accountability? And how should it be accomplished?

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Committed Relationships

Published Articles
Published in

IPA Bulletin

on January/February 2005

Buyers make commitments to suppliers from whom they receive a unique and meaningful economic benefit and whom they can trust for reliable performance.

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Information Treasures We Ignore

Published Articles
Published in

IPA Bulletin

on November/December 2004

Asking the right questions, listening to clients and prospective clients, and sharing information can unlock opportunities for new business development.

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Driving Performance

Published Articles
Published in

IPA Bulletin

on September/October 2004

Improving organizational communication can drive the ability and capacity of a company to survive tough times as well as create employee, supplier, and customer loyalty and morale.

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Improve Performance

Published Articles
Published in

IPA Bulletin

on July/August 2004

Develop a Business Development Strategy

A Business Development Strategy is a plan by which a supplier organizes all available resources to accomplish improved business performance and that satisfies (at least short term) objectives and goals. It is generally based on current conditions, and current resources; and is frequently updated. There's much that every organization can effect to improve performance, if your customers are central to all that occurs, or might occur. And a written plan --- shared with personnel and based on conditions --- usually works far better than no plan.
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