[INTRODUCTION]
[0:00:07] DC: Welcome to B2B Marketing BS.
[0:00:11] GR: Where BS stands for Behavior and Strategy.
[0:00:15] DC: I’m Deborah Corn, the Founder of Print Media Centr and the Executive Director of Girls Who Print.
[0:00:20] GR: And I’m Gee Ranasinha, Founder of KEXINO and a Behavioral Science and Marketing Strategy Consultant. Most marketing conversations focus on what people do, not why they do it. In this podcast, we’ll explore marketing through the lenses of behavioral science and strategy.
[0:00:39] DC: Each topic unfolds over three conversations examining human behavior, business behavior, and the real-world consequences that follow. Together we’ll challenge assumptions –
[0:00:52] GR: Question conventional wisdom.
[0:00:54] DC: And explore what actually works in the marketplace, from behavior and strategy to results with no BS.
[EPISODE]
[0:01:04] DC: Hey, everybody. Welcome to Podcasts From the Printerverse. I’m Deborah Corn, your Intergalactic Ambassador. More specifically, we are here with the B2B Marketing BS series, which means I am here with my co-host, Gee Ranasinha. Hi, Gee.
[0:01:19] GR: How are you doing Deborah? How are you doing?
[0:01:22] DC: I am good and I’m really excited to get into our second conversation of our three-part series, exploring the topic Known Beats New. Last time, we tackled trust as a shortcut and we explored why people are naturally drawn to what’s known, recognized, and remembered in the overall topic here, known versus new. This time, we’re shifting away from human behavior and we’re going to talk about business behavior. If anybody missed the introduction podcast, that’s where we explain what these three different topics are about. If people are naturally drawn to what’s known as we’ve discussed in our last episode, recognized and remembered, what does that mean for a business trying to stand out is what we are going to tackle in this one. Gee, what does meaningful differentiation really look like in practice?
[0:02:26] GR: Great question. I think, like all of these things, we just want to make sure that we’re all talking about the same thing when we actually refer to it. In my world, when I talk about differentiation, okay, I think it’s worth defining what it actually is, because it’s used to mean two completely different things, and I think there are many businesses who are chasing the wrong definition. One version of differentiation is about the product itself, being genuinely, provably different, faster, cheaper, more features, whatever, right? We’re talking about some kind of real, tangible, functional gap between what we do and what the competition does, right?
Now, the other way of describing differentiation is about our brand, our products brand being memorably distinct in the buyer’s head, okay? We’re recognizable, we’re easy to recall, we’re hard to confuse with the competition, and this is regardless of whether our product is actually, if we’re honest with ourselves, that much different, okay? The thing is, in pretty much every mature category, or certainly every mature B2B category, the first kind of differentiation doesn’t really exist anymore. Bias can’t perceive a difference, even if it does exist. The wars have been won. Feature-based differentiation has gone. We used to, especially in the printing industry, we used to differentiate because of technology. “Oh, we’ve got this piece of kit,” or we’d be talking about PDF-only workflows, or we’d be talking about stochastic, or we’d be talking about extended gamut color, or like now, we’re talking about embellishments. This feature-based differentiation is, you have this small Overton window of availability before it becomes part of the furniture. Everybody else has got it, and it disappears, right?
Everybody’s converging towards roughly the same level of competence. We all have the same capabilities and the same productivity features. All of the stuff works. No matter when, or what badge is on the box, the tech wars have been won. It doesn’t matter what workflow, what machine, it all works. We can’t hide behind technology, I don’t think, anymore. What actually predicts whether a business gets remembered and gets to that buyer consideration shortlist that we talked about in the previous episode is less about whether we can quantify it as being provably better by whatever definition of what better is.
It’s about whether we’re distinctive enough to be recalled at the moment a buyer wants to purchase whatever we’re selling. There’s a marketing research institute from the University of Adelaide in Australia called the Ehrenberg-Bass Institute, which is the world’s most highly thought of research university and marketing in the world, okay? They do loads of studies and deep research which you can download on their site. What they found is that perceived differentiation isn’t actually necessary for a brand to succeed, okay?
[0:06:13] DC: Really?
[0:06:14] GR: Yeah. It’s quite shocking. They looked across the survey, they looked across dozens of different categories, different countries, and they found there were plenty of brands that buyers didn’t see as having any real meaningful difference from the competitors, but were performing as well as if they did have a meaningful difference. What separated the winners from the mediocre also ran was distinctiveness, being noticed in their category, rather than any kind of tangible difference. Sometimes you can even have a brand which doesn’t offer all of the bells and whistles of the competition, but because they’re distinctive in the category, they win the business.
For example, Liquid Death Water comes in a can, it’s got some pretty crazy packaging, right? The advertising is off the scale, but is it any better than Evian, or Fiji, or any – it’s water for goodness’ sake, right? It’s the distinctiveness in the category. Buyers aren’t sitting there doing a feature-by-feature comparison and picking what they see as being the objectively better option, right? They’re recognizing a name, or a logo, or whatever they consider a brand to be, and associating it with something, and then they move on with their lives, because like I said, nobody really cares about this stuff beyond that point of actually making that consideration purchase. If the name doesn’t register at all, the comparison never happens in the first place, right?
[0:08:00] DC: I totally agree with that. But I haven’t gotten off of that differentiation, does it make a difference, because that’s literally what the marketing world is built upon, is it not?
[0:08:14] GR: Distinctiveness as opposed to differentiation.
[0:08:17] DC: All right, can you define those for me again, because I’m still like, what? I find it so hard to believe, but maybe it’s because it’s something I don’t want to believe about myself. I don’t know. Can you just define those two again for me, please?
[0:08:29] GR: Differentiation is we make it in red while everybody makes it in blue, right? Ours is 16 fluid ounces and everybody else is 12, okay? It’s something that we can use as an arbiter of difference when compared to a competitor.
[0:08:48] DC: Okay.
[0:08:49] GR: Right? It could be performance, it could be number of file formats we handle, it could be gamut, it could be number of color units. These are physical based, objective based differences.
[0:09:05] DC: Differentiation is more laid to capabilities is what you’re saying? The distinctiveness.
[0:09:10] GR: It’s something that we can talk about that the other guys can’t.
[0:09:14] DC: Okay. Okay. Okay. I get that. Now, distinctiveness.
[0:09:20] GR: Distinctiveness is how we stand out within a category.
[0:09:25] DC: Okay.
[0:09:26] GR: For example, if we were in the fast-food category and I showed you a piece of advertising which had a red background and a yellow curve, just having a red background and a yellow curve, you would know which fast food outlet I was talking about, without even seeing the logo, without even seeing what that fast food outlet was selling, right? It’s distinctive even before we look at the category, right? Now, there are the fast-food outlets that differentiate themselves in a different way, but are distinctive across different metrics, of course, different axes. It may be a cartoonish picture of a colonel, for example. I’m not being very cryptic here, am I?
[0:10:24] DC: Kentucky Fried Chicken. You can say that.
[0:10:26] GR: Right. No, but you get the point.
[0:10:27] DC: Oh, it’s called KFC now. Excuse me. They rebranded.
[0:10:29] GR: Right. Exactly. They’ve just had a rebrand, actually.
[0:10:32] DC: Yeah. KFC.
[0:10:32] GR: Well, a refresh, not a rebrand. Misspoke. Actually, I think it’s quite well done. Because if you look at the negative space in the sea, it’s actually a drumstick.
[0:10:42] DC: Oh, I didn’t notice that.
[0:10:44] GR: Yeah.
[0:10:45] DC: I live on brands of the world, by the way. I take those logo tests all the time. Like, what logo is this? With just a piece of it.
[0:10:53] GR: There are two things. There’s differentiation, which is often feature-based, but not exclusively. Then there’s distinctiveness within the category. There are a number of cola drinks that you can buy, but there’s probably only two that are distinctive, right?
[0:11:09] DC: Yeah.
[0:11:10] GR: They’re distinctive across different parameters. That’s what I mean about distinctive versus differentiation. Distinctive trumps differentiation, because it uses less cognitive brain function. We don’t have to think about it as much. It’s automatic.
[0:11:26] DC: That’s so funny. You’re saying you don’t have to think about it as much. Now I can’t stop thinking about what the difference between those two is, because I think you’ve just rewired something in my head. I’m having a very hard time processing this. Yet, I do understand what you mean and I do make choices that way. But that line to me is so thin between those two things. Okay.
[0:11:51] GR: It is. It is. It is. No, I would agree with you. Obviously, it matters more to marketing nerds like me than it does to what I call civilians, people outside of marketing.
[0:12:05] DC: Okay. Hopefully, people listening to this podcast touch marketing, or want to get better at it, or want to learn what, or how to grow the main people, right?
[0:12:14] GR: This is the reason why I bring it up. Yeah. 100%. This is why I bring it up. We can see this in pretty much every B2B business, and maybe even more with the printing industry, because most B2B websites read like the same person wrote all of them.
[0:12:26] DC: Oh, my God. By the way, this is how they differentiate many. We have the best price, the best service and the best quality.
[0:12:34] GR: They’ve all got innovative solutions, haven’t they?
[0:12:35] DC: Yes. Yes.
[0:12:36] GR: They’re all best in class. They all have a customer-centric approach.
[0:12:41] DC: Correct.
[0:12:42] GR: Right. Everybody’s saying it, because everyone’s afraid that if they say something specific, it’ll turn away the bias. They don’t fit that specific description. But what happens in the real world is we have universal interchangeability. You can take that piece out and slot it in with pretty much anybody else. You look at two average printer pieces of marketing messaging, an average printing company, right? From two different towns, two different countries. Doesn’t matter. You could hold them side by side and I can bet you that if you covered up the logo, whatever they said could be used interchangeably.
[SPONSOR MESSAGE]
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[EPISODE CONTINUED]
[0:14:19] DC: Okay, but I’m going to push back on that just a tiny, tiny little bit.
[0:14:23] GR: Yeah, please, please.
[0:14:25] DC: Which is this. Most printing customers are looking for exactly what you’ve just said. That language is there, because it is universal in many ways. If I go to a website and I don’t see that information, that becomes the differentiation that no, they’re not in a position where I can order online and they’re not in a position where I can customize small amounts of things, so they’re going to be off my consideration list, right? That’s the differentiation. Now I’m in the distinctive list. I’ve got the people who can do those capabilities. Now I want to understand more about how they do it, who they do it for, why they do it.
[0:15:10] GR: More about them as a business and the individuals. Yes.
[0:15:14] DC: Yes, but that language that you’re saying correctly is repeated over and over is there for a reason. These are terms that are searched. These are things that people are looking for. The other thing I just want to say, before I hand it back to you, is that I think that when it comes to equipment that the makers of the equipment, or the software, or the service, whatever it is, have a lot to do with the rawness that goes on with the printers –
[0:15:43] GR: Oh, 100%. 100%.
[0:15:44] DC: – selling the capabilities.
[0:15:46] GR: Yeah, 100%.
[0:15:48] DC: Versus the what I would say is the customer experience, which I always –
[0:15:51] GR: 100%.
[0:15:52] DC: And the customer convenience.
[0:15:52] GR: This, I think, is part of the problem. This is part of the problem. Because there are so few independent sources of information and expertise and competence for a printer to rely upon to formulate these kinds of messaging, they fall back to their equipment supplier, the OEMs. What they’re actually doing is they’re not selling their company. They’re selling the specifications of the equipment that they’ve bought. They’re talking about productivity and maximum area and the format, six supports and all of this stuff that the OEMs love. But they’re not selling printing presses. They’re not selling binder equipment. They’re not selling these types of equipment. They’re selling printing services.
I think that’s a real, real problem, especially for the majority of printing companies who don’t have experienced, or educated marketing resources in house. Either because of budget. Well, I wouldn’t put it down to budget, because I don’t think it necessarily costs a lot of money and it’s not something you need to have full time anyway. Most printing companies do not need a full-time marketing resource. Really, they really don’t. Marketing resource, right?
I think the other side to the coin is the perception of what marketing brings to the business, which maybe needs review, let’s say. To get back to your point about all printers saying the same thing, and that’s necessary, because of when a print buyer is looking for a print service provider, they need to know whether they’re in the right place. Now for search, a search is a different thing. Much of search is now to do with intent, rather than the words that were being used on the page. It used to be, if you put down commercial printer, business card printer, brochure printer, whatever, near me, you’d pop up on the first page of Google and all was great. Unfortunately, those days have long gone, probably 15 years ago, if not longer than that.
What I have questioned and it’s an absolutely fair argument, but what I’d question is from a print buyer perspective, now not a professional print buyer when I say print buyer, but the run-of-the-mill business who buys print X amount of times per month, year, whatever, okay? There’s a certain expectation level inherent in the category. If I’m buying print services, I expect them to be able to do business cards and brochures and pop-ups and whatever. I expect them to offer a web-to-print portal where I can submit my PDF and see it online and get my proof done in whatever way. These are table stakes to me from the outside looking in. Now, they’re not table stakes looking at it from the inside out, right? Certainly not.
[0:19:08] DC: Not to some printers.
[0:19:09] GR: No. There are still many printers who will say, “Well, send us the PDF to this Gmail address,” right?
[0:19:17] DC: Or, “You have to call us to place an order.”
[0:19:20] GR: Right. Okay. No, there are plenty of those guys. I fully appreciate that we can only move as fast as the weakest link in the chain.
[0:19:30] GR: Also, that might be the way their customers want to do business for now.
[0:19:36] GR: As well. Sure. There are some customers who are happy doing things the old way, which is the way.
[0:19:41] DC: I always say, that’s lovely. What happens when they –
[0:19:44] GR: 100%. 100%.
[0:19:46] DC: – go away. You’re dealing with Gen Zers.
[0:19:47] GR: My argument is we can’t make profit. We can’t grow the business on existing customers. We could only grow business on new customers. That’s the only way we can grow as a business.
[0:19:57] DC: All right. Well, I could probably argue with that about are you getting –
[0:19:59] GR: No, no, no. You understand, I’m making sweeping generalizations here.
[0:20:04] DC: Okay. But I would say, that that is 100% true if you have provided every single thing that customer needs that you can do, and then find out what they’re getting from other people and figure out a way to do that, then you can actually live on less new business and more of making each customer more valuable.
[0:20:26] GR: More profitable. Sure.
[0:20:27] DC: We’ll take that on I’m sure at a different time.
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[EPISODE CONTINUED]
[0:21:23] DC: I want to move a little now.
[0:21:25] GR: Sure. Yeah.
[0:21:26] DC: How do organizations balance confidence with caution? Really interested in this, because if we’re going to just keep at the print industry analogies, I think the print industry is risk-averse.
[0:21:40] GR: Big time. Hugely.
[0:21:41] DC: With a big exclamation point.
[0:21:43] GR: Could not agree with you more. Could not agree with you more. The thing is, being specific, being distinctive, being differentiated, right? Just by having that point of view, it necessarily means accepting deliberately, consciously, that some of the market won’t want what we’re offering, right? Because we can’t be all things to all people, right? Now, for many businesses, especially sub 5-million-dollar revenue printers, that sentence is just too scary to even contemplate. They’d rather be seen as someone that offers all things to all people, because they think that’s maximizing their commercial opportunity. But the fact is, in reality, it’s doing the absolute polar opposite, okay?
Now, at an organizational level, our instinct is to hedge our bets, right? To broaden our message, so that it can’t offend anyone, which means watering down our specific claim into something more defensible. And keep enough optionality so that no single decision can be blamed if it doesn’t land. Ass covering is what I’d probably call it. The thing is, every individual hedge that we decide on probably feels like we’re doing the right thing when we’re having that management meeting. But when we stack up all of these hedges against our entire go-to-market plan, each one of these hedges are having a compounding effect, right? They’re multiplicative. They’re not additive. We end up where our business has protected ourselves out of any chance of being memorable. If we’re not memorable, we can never be considered.
The way I describe it, I’ve said this before, is that some businesses have what I call a built-in immune system, okay? Whenever internally, somebody has a genuinely distinctive idea, something that would actually make the business stand out, be noticed, be seen as being distinctive, that idea gets treated by the organization in a way that our bodies would treat a vaccination, or an unfamiliar transplant. Do you know what I mean, right? Instead of being evaluated on its merits, the idea gets resisted in proportion to how different it looks to how we’re doing things already. If it’s really, really innovative and counterintuitive, the pushback is even stronger.
The finance department is looking for a model for an ROI that can’t be modeled yet, because the idea is so new that it doesn’t exist. The legal department wants some kind of precedent, so that they can fall back on it. But it’s a new position, so it doesn’t have precedent. It doesn’t exist. We have that compounding effect again. Every objection is seen as being, within the department you can see it as being rational and legitimate, but we have this again, a compounding effect, where all of them together is what kills off this differentiated version of the idea. Instead, we have something which is sanitized, where the edges are rounded off and we get some generic vanilla version that doesn’t appeal to anyone.
[0:25:23] DC: Yeah, I agree. This comes up in weird ways, and it’s come up for me before when, back in the day, I was literally the first person to do a livestream from a printing event.
[0:25:36] GR: I remember. I remember we talked about this.
[0:25:37] DC: Yeah. It took me two years to get the approval on that, because everybody thought if I did a livestream, nobody would go to the show.
[0:25:45] GR: Right. It was too medical.
[0:25:47] DC: Yeah. I couldn’t explain to them that, no, we’re going to show everybody who can never come to this show, what it’s like –
[0:25:55] GR: Exactly.
[0:25:56] GR: – to be at this show. We’re going to show people who were teetering on whether they should go, why they should be here next year, or why they should bring more than one teammate with them. Of course, now everybody does it. But if I can tell you, it was like I was a lunatic, and who did I think I was taking bodies off the show floor? They didn’t care that 20,000 people were watching around the world, because they weren’t there to buy something. It’s very hard for people to get out of their way.
[0:26:26] GR: It’s looking at it pragmatically versus looking at it from the big picture, right? We talked about this, we talked about offline, we talked about confidence, right? We’re talking about this in terms of business. Confidence isn’t the absence of caution. Of course not, right? But it’s caution applied to the right target. A genuinely confident business is very careful about their execution, their consistency, their follow through, and all the things that make a distinctive position actually land and stick and be remembered. What we’ve got is a cautious to the point of invisibility type business, right? Where all of that carefulness gets directed towards the positioning itself. The message gets rounded off, until it’s safe and generic and vanilla. Even if the execution and the delivery and the tactical stuff has been done really well, it doesn’t matter, because it’s an unremarkable message. It doesn’t matter how well it was executed.
[0:27:34] DC: Right.
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[EPISODE CONTINUED]
[0:28:12] DC: How does a business stand out without becoming unrecognizable? I’ll just give you an example. You read about this print shop and it’s got modern technology and modern software and automation and that. You go there and it’s like a 67-year-old guy behind the counter and there’s three people in the print shop. You’re like, “This is not –” That doesn’t mean the technology they have is not what they said, but it’s not matching.
[0:28:37] GR: No. It can probably do some really good work. It’s irrelevant. Yeah. That’s what I’m talking about.
[0:28:41] DC: Right. But I’m still going to be like, “What is going on here?”
[0:28:46] GR: Yeah. Honestly, I think becoming unrecognizable is caused by standing out across the wrong dimension, across a dimension that doesn’t matter to the customer. I think it’s standing out in the wrong way is more common than standing out too much.
[0:29:04] DC: Do you think that that’s an authenticity line that people are crossing now?
[0:29:08] GR: Kind of. I think it’s, when a business abandons the cues, the touch points that buyers use to place it in their mind, okay. The basics. If we go Marketing 101, what do we do? What’s the problem we solve? Who do we do it for and why they should give a shit? That basic stuff. If we do that in a be generic in the language that we use to describe ourselves, we just blend into the background. A genuinely distinctive business does the opposite. They stay completely legible within their category, while at the same time being impossible to confuse with any competitor. Now, that’s a very difficult line to work.
[0:29:53] DC: I think the alcohol brands do that very well. If you just look at the whole array of vodkas. Yeah.
[0:29:58] GR: Yes. Absolutely. Yeah, and bourbons they do it as well. I think we also need to talk about, I don’t know if this is the right time, but we need to talk about something that in marketing we call about distinctive brand assets. I don’t know if you’re familiar with the term, but a distinctive brand asset is anything that we use consistently and deliberately to reinforce our brand’s perception to new customers and existing customers. Yes, of course, that’s our logo, right? But it’s also the typeface we use on our website, the typeface we use on our communication, our letters, our invoices, the range of colors that we have for anything visual, how we answer the phone. If we have music on hold, right? The color of our delivery van. The box that we ship the orders, all of these things are touch points that give an impression of our brand to our audience, okay?
A distinctive asset, a visual style, a specific way of framing a problem. It doesn’t need to be unique. That’s, I think, where lots of, especially small to medium sized printers get it wrong, because they think that it needs to be unique. We’re not using the unique way. We’re just talking about a distinctive. It doesn’t need to be unique. It just needs to be consistently and repeatedly linked to our business again and again and again, until buyers can’t encounter it without thinking of our business specifically.
[0:31:36] DC: I mean, it makes total sense. I would say, if you asked consumers on the street if they know somewhere to get a business card, they’d probably say, Vista Print.
[0:31:45] GR: Exactly.
[0:31:46] DC: Just because it’s been it’s been –
[0:31:49] GR: It’s been drilled into their brain.
[0:31:50] DC: Yeah. I mean, repetition –
[0:31:51] GR: Again and again and again.
[0:31:52] DC: Yeah. Definitely matters.
[0:31:53] GR: the reason why I buy a can of Coca-Cola today is not because of the ad that I saw yesterday. It’s about the ads that I’ve seen for the last 35 years again and again and again on bus shelters, in the Metro, as pop-up ads in whatever else. It’s showing up again and again and again consistently. But it’s very difficult to justify to the finance people.
[0:32:24] DC: Oh, 100%. Just to end on this, even Coca-Cola can get it wrong. If everybody remembers New Coke and that –
[0:32:31] GR: New Coke. Sure.
[0:32:31] DC: – that whole thing.
[0:32:33] GR: Absolutely.
[0:32:35] DC: I once wrote a short story about that, about the person who –
[0:32:38] GR: Oh, yeah?
[0:32:39] DC: Well, just the person who invented New Coke and what happened to him.
[0:32:42] GR: Oh, okay.
[0:32:44] DC: It was a caution tale, needless to say. Okay, we have reached the BS breakdown portion with Gee. Give us three things people could do right now to put today’s discussion about risking to win into practice.
[0:33:03] GR: Number one, and I think this is a really healthy thing to do for the management of many organizations, find the claim that you’re afraid to make, and check whether the fear is actually the signal, okay? If a positioning statement could apply to any competitor in the category, then it’s not a differentiation. You’re blending in. A specific claim that makes someone in the room nervous, something that says, “Well, we’re not right for that type of buyer,” is what’s doing the actual work of making our business memorable to the buyers that it is aimed at. But this is counterintuitive to the people who are thinking from a financial, economics, logical, pragmatic, engineering type of view. It’s a scary position to be, but it needs to be reviewed, I think.
Number two, I would say, pick a small number of distinctive assets outside of logos, outside of color palettes and mood boards and all of that nonsense. Pick a few assets and then don’t touch them. A recurring visual style, a specific phrase, a consistent way that we frame a particular problem, whatever it is, the value comes 99% from repetition. It’s not from novelty. It’s not from reinvention. It’s certainly not from technology. Rebranding, refreshing the rebrand, repositioning all of that stuff, just because the team aboard resets the buyer recognition clock to zero each time. It’s like, you have a power cut and you’ve got your microwave blinking zero. All of the stuff that we’ve built in all over these years is thrown away.
The third thing I’d say is that we should direct any new uncomfortable ideas that come up within the organization around the approval gauntlet that exists, instead of having to navigate through it. Because since most businesses as a reflex treat unfamiliar ideas as dangerous, we need to carve out some kind of smaller, faster, under the radar, lower visibility path that allows us to at least get to a testing phase to test new ideas, new concepts, before we need to expose them to the full committee approval process. Because that is structurally built to sand the edges down and create something generic and forgettable. Because the only way we can do it is creating something which is not generic, which goes against this financial, economic pragmatic engineering mindset.
[0:36:21] DC: So interesting. Thank you so much for your time, Gee, and thanks for everyone for joining us today as we explored the business side of why known often beats new. Next time in the closing episode of our arc, we’ll discuss the marketplace consequences of these decisions, what gets remembered, what gets ignored, and what happens when businesses become difficult to distinguish from one another, my new word.
Again, Gee, thank you so much. Thanks for everybody who listened. Please subscribe to Podcasts From the Printerverse wherever you are listening to this, so you never miss an episode. If you listen to podcasts, please leave us a review, a few stars, it goes a long way to bringing the podcast show into other people’s feeds. We would really appreciate that. Everything you need to know about Gee is in the show notes. Until next time, everybody, market long and prosper.
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[0:37:22] DC: Thanks for listening to Podcasts From the Printerverse. Please subscribe, click some stars and leave us a review. Connect with us through printmediacentr.com. We’d love to hear your feedback on our shows and topics that are of interest for future broadcast. Until next time, thanks for joining us. Print long and prosper.
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