Be an Order Maker, Not an Order Taker

I learned a long time ago that the most important asset I could be for my customers was knowing the right questions to ask (I termed them “discovery questions”). In the mid-1990s, when wide-format printing became a thing, it was crazy scary to operate the out-of-place looking equipment we had just purchased, much less know how to sell it!

Truthfully, getting into wide-format printing was a tough nut to crack. But we were determined to make it a masterclass of learning with every costly mistake. And we did just that.

Fast forward — we did become experts in several vertical markets. We produced thousands and thousands of printed marketing campaigns and delivered them across the United States and beyond. We were proud of our success and the loyalty we experienced with our customers. We were always there for them, and they were there for us. I yearn for those days again, don’t you?

Now, let’s walk through some critical discovery questions we should ask while meeting with customers for pre-estimating purposes.

The list below presumes you already know the wide-format printing specifications.

• What is the target cost for this project?
• What markets are you trying to engage in?
• What quantities would you like me to estimate?
• What materials do you have in mind for this project?
• How long will the graphics be displayed or in use?
• Will this project be displayed inside or outside?
• Would you be open to production suggestions?
• Would you like us to provide a prototype for your review and approval?
• What is the delivery date or install date?
• Would you like us to estimate the installation?
• Do you have specific packaging or kitting requirements?
• Do you have particular delivery requirements?
• Would you like us to suggest available hardware options?
• Would you like to receive production updates — if so, how often?
• Would you like us to send pictures and videos of your project being produced?
• What date and time will we receive print-ready art files?
• Is this a monthly, quarterly, or annual project?
• How can we help make this project easy for you?
• Who else will be involved in awarding this project?
• When will you award this project?
• What would a successful outcome look like for you?
• Is this a competitive estimate request?
• What do I need to do to win this project?
• What date and time do you need this estimate?

Warning: Do not read this list to your customer — it’s way too much for one sitting!

In my experience, the best way to introduce these questions into a conversation is to first listen with intent. Then, when the moment is right, you can ask any of these necessary and pertinent questions. When you ask questions with depth and sincerity, your customers will gain trust that you are watching out for them.

As you work through these questions, over time, it will become second nature, and you will be able to introduce any of these questions into your pre-estimating conversations. Our goal should be to help customers and buyers learn why and how we produce their products because when they know, they gain respect for our pricing structures.

Are you an order maker or an order taker?

If you have the heart of an order maker, the opportunity for increasing profit will happen naturally; here’s why!

Order makers are not happy with a simplistic specific task (always more, nothing less). Putting it simply, they love the thrill of helping customers. They are known for their out-of-the-box thinking, proactive and relentless approach, and extreme wide-format printing knowledge. You need them on your team!

In closing:

Wide-format printing has positively changed the print industry in ways we probably don’t even realize. Today, many printing companies are still in business because they were bold enough to embrace a different way of printing.

From time to time, someone will ask me, what is the one thing I would change about wide-format printing? My answer is simple but impactful. The wide-format printers committed to continual learning, coaching, and mentoring are more successful and profitable than others.

Employees are a company’s greatest asset and should be treated as such. When a company purchases new printing equipment, they pay thousands of dollars for their operators on-site training — only because they must! But what about onboarding new employees or the advancement of current employees — what does that training even look like these days? Is there even a training program in place? If we want to continue to be a profitable and well-established business, we need to make sure that we are doing everything in our power to lift up our employees by ensuring they have everything they need from us to succeed.

I’ll leave you with this: Don’t be an order taker, be an order maker!