Branding Definition - B2B

8/6/2019 Branding Definition - B2B

1/8

MARCH 2008

VOLUME 16 NUMBER 8

www.gardnerweb.com/mms/mmn.html

Doesitmakesense for B2B companiestotake

acue fromconsumercompaniesand investin

brandawareness?ManyB2BCEOssay no,but

HBSmarketing professorJohnQuelchdisagrees.

Keyconceptsinclude:

Most B2Bmarketerscannoteconomically

address thousandsofsmallbusinessesusing

thetraditionaldirect salesforce.

Ifleftunattended, individualmanagerswill

each dotheirownadhoc marketing.

B2Bmarketersarerealizingthatdevelop-

ingbrandawarenessamongtheircustomers

customerscancapturealargershareofchan-

nelmarginsandbuildloyaltythat canprotect

themagainstlower-pricedcompetitors.

B2B branding:

Does it work?

>>

By John QuelchSenior Associate Deanand Lincoln FileneProfessor of Business

Harvard Business Schoo

My bui-to-bui(B2B) CEO viw mktig t omi of oum

goo b. y wog. Amog Itb 10 mot

vlubl globl b, w fiMiooft, Itl, IBM, GE.

All gt f mo bui-to-bui vu t lto oum.

A HBS tmtly out tuy of

top bui-to-bui globlb. T b t

followig titi: T CEO i willig b

l, lov t bitg, i gt toy-tll. T CMO i o

pupo lpig t CEOiv ti ol.

ExecutiveSummary:


2/8March 2008, Metalworking Marketer [2 ]

>>

Need more information?Harvard Business SchoolHBS Working Knowledgehttp://hbswk.hbs.edu/

T CEO ut tt builig

b puttio u ommilik, iult t ompy i ii,

povi t ommo pupo tt bo ll t ompy tkol.

Effot fou o igl, globlopot b t t iiviul

pout b. T pybk o mktig xp-

itu i mu igoouly to ttiftio of t -o gi

fi tff wo u t typil B2Btpi.

Cooitio of ompy Wb it

wolwi to pt oitt f totkol i t bt wy to gt otol

of mktig ommuitio tt myv bom too tliz.

Wy oul b-builig b impo-tt to B2B CEO?

Fit, mot B2B mkt v to

tou of mll bui wll tpi utom. Ty ot

o o oomilly uig t titiolit l fo.

So, if lft utt, iiviu

mg will o ti ow omktig. T ult will b ogpog

of opot logo, tgli, pkgig. Cutom wil l b ofu t

ompy wi ll look iogiz.

Ti, B2B mkt lizigtt vlopig b w mogti utom utom ptu lg of l mgi buil

loylty tt pott tm gitlow-pi omptito.

Consider these examples:Itl i t ultimt igit b

It mk zo l to oum, yt

Itl built oum m pull fo itip tt qui vy PC muftu

to iopot tm to vti ItIi o ti pout i ti

Ot igit b ilu Go-xflo, v t Boig 787 Dm

li ( ifftitig igit foly opt ili).

GE Miooft ybi b

wit om it-to-oum l ttv lp to buil t puttio of

wt pimily B2B fim. But ttpi, ltoug llig to bui

wt to b i tou wit oumwit ti pitio . Tt i ou of omptitiv vtg i ivig

ti iovtio g.

Atu ll otig to oumBut it Pfom Dliv mpigbk by t vtiig p of ig

Woo, t poitiv w oft b mog u of tou ofpopl wo my b wokig fo t t-

pi to wi Atu oult (o ikig to oult). A t motivtio

vlu of ivitig top utom, popt mploy to golf vt ivolvig

Woo ot b utimt.Woul Dupot ol vlu b

t m toy if it ot m oum

w of ylo, Ly, Stimt lik t iovtio to t

Dupot m? Dfiitly ot.

Editors Note:Jo Qul wit blogo mktig iu, ll MktigKow- How, fo Hv Bui Oli

It i pit o HBS Working Knowledgettp://bwk.b.u/

Top B2B global brands share five characteristics: (1) the CEO is a willing brand cheerleader,(2) the CEO understands that building brand reputation reduces commercial risk, (3) efforts

are focused on a single, global corporate brand, (4) the payback on marketing expendituresis measured rigorously and (5) the coordination of company Web sites worldwide.


3/8[3 ] Metalworking Marketer, March 2008

By Bayard BookmanPrincipalCustomer Manufacturing Group, Inc.

m tt t pfomig wll

o to big fom tt wot vpfom wll t vitim of mi-

mt of popl wit t pojt, tpo, t pout. I qutifyigt fto w oft ovlook t mot

omplx itil u lmtt popl wo will o t wok. Wil

t umou o wy tm

fil, w v itifi to tt mot oft t oot u. Ti tiliu t ky o tm otpfom wll ty oul.

1. People dont understand the missionT tm lly utoo

g upo objtiv; i.., wy it ibig fom wt it i xpt to

ompli. Wt i t tm tivtim fm? I it vt o l iv?I ti -o, igl pojt tm,

o-futiol/ptmt wok tm, otiuig, op- igmt,

opll it out.How will t tm it mmb

itf wit t t of t ogiz-tio? Wt will b it potig po?Wt it otit (futiol,

politil, t.). I ti /tuytm, i o opt tm, impl-

mttio tm, vioy tm? A,wt will b it wok pout?

2. The team lacks empowermentO t tm miio i t, to-

ougly fi it utoity. C it tktio o it ow witout fut uto-

iztio o ppovl? I it ol vi ot, o fi o?

T tm mut v mgmtffi mtiv tiv uppot. It uto-ity mut b xpliitly ommuit to

t t of t ogiztio o tt otmy lly ut t tm gol

ol. Ti iu i itilly impo-tt wit lf-it tm; wt l

mul o t tm v wtou t it ipol?

3. Team members are not matched tothe mission

O t tm miio mpow-

mt ttu v b tmi, tpo of builig t tm bgi.

Stt by itifyig t quiit fu-tiol, til, xpitil, otbkgou kill tt wil l b by

t poptiv mmb. T, lolyxmi t tm it wok po-

ut to tmi t bt mix of tik,o, lyz, iovto, pl,

implmto, buil, ft, ou-mt, .

T tul ppo to om-

plimt itilly impott fo t

N E W S & V I E W S

>>

Why teams dont perform...Understanding the barriers

Special Coverage:Workholding

Investment in workholding product technoogy is forecasted to reach $1.78 billionin 2008. Additionally, metalworkingprofessionals interested in improving theifacilitys workholding are also employingturning, milling and drillingmachiningtechnologies that account for severalbillions of dollars in capital equipmentinvestmentin their plants.

Better Production: TurningWith mothan 75,000 MMS subscribers indicatingthe employment of Turning technology attheir facility this new product technology

section promises to attract a lot of attentifrom active metalworking professionalslooking for new turning technology.

Modern Equipment Review:Cutting ToolsA fitting complement tothe turning better production, MMS Maywill feature new product technology in thmore than $3.7 billion cutting tool marke

Special Coverage/BetterProduction: MODERN MACHINE SHOPsMay issue will also provide specialcoverage of and bonus distribution at the

EASTEC Show taking place May 20-22,2008 in Springfield, MA.



tm u, oft mk t iff-

btw miio ompli, oolig potmotm itiqu to t-mi wt wt wog.

4. There is a poor fit of each memberto her/his role

Poo jugmt i t fomtio of tm plu t tm full tiv

pity fom v big liz; i.., ttm ot o bfo it v bgit .

Evlut mmb i tm of twopfom pptiv; t iiviul

tul pfom xpti pioto t tm igmt, their team

performancepotential. T tm quiti kil l-t, bviol po-lity tit, iiviul ppo to

tm wok.

o pfom fftivly, tm to opt uifi goup, witi lg viomt wit poibly if-

ft ultu t tt wi vlopii t tm. E mmb ol

wi mut ot b mtilly ifft ttt mott outi of t tm. T

tm viomt my lt iiviulout by g, but it i uoblto xpt ompltly ifft ki of

pfom i tm ol t ot

wi b mott.

5. People dont understand eachothers natural approaches

Iib o t tmpl of Apollo tDlpi i t g vi to, Kow tylf.

T oolly to ti vi i tkow ty fllow tmmt. Evy tmmmb i uiqu i om wy tt llow

to otibut pil kk o gift tot tm. E mmb kow wt /

will o wot o, o it oig.Kowig t ot po ppo

to tm wok i powful tool i builigt ygy. Aumptio boutot po out quit oft

oou, lig to miutigmiommuitio, mitk...

to mi miio. Kow ot, t

t xpttio of fo t tm wilb litilly b.

6. No development of innate talentsSi mmb big /i ow

kill bvio t to t tm, ttm l mut llow tt tgt to

floui.Otwi, po will ot po

u to /i full pbility, itwill t tm it ombi pottilm mmbip oul povi t

oppotuity fo otiu iiviuvlopmt otibutio, ot tut

it o t it i fo t tim big.

7. Team roles dont match individualspersonal fulfillment goals

Evy iiviul /i ow tof pofiol pitio. E po

op to liz t lt om of /igol o to mk igifit pog

tow tm i vy igmt. Motof u ot oly to b ogiz fo

ou otwoty ivmt, but motimpottly fo to ivmt tt o ou ow pt to u; ffi mtio

tt w i o t igt pt. A iiviul tm ol i lly

ubt of /i ovll miio witi tompy, tfo mut b omptibl

wit t o wy tt po joi tompy. T tm ol mut fftivly

w ubtl pig of t qutioWt i it fo m? tt lly mo t jut t fo otiu

mploymt o t to mott

>>

The team needs a clearly understood and agreed upon objective. Once the teams mission and empowermentstatus have been determined, the process of building the team can begin. Start by identifying the requisitefunctional, technical experiential, and background skills that will be needed by the prospective members.

Need more information?Bayard Bookman, PrincipalCustomer Manufacturing Group, Inc.1900 Wyatt Drive, #11Santa Clara, CA 95054408-496-4585Fax: [email protected]



o tm piit. W ll to fl goo

bout ou omplimt, tt vy pol tig.

Do you kow t pol gol of tm mmb?

8. Performance isnt linked to goalsI itio to ligig iiviul

tm ol wit /i pol gol i

t to fimly lik tm mmbpfom to t gol of t ogiz-

tio. T w to Wy w oigti? mut mpiz t ogiztio fo team miio omplimt

wi b liz oly toug indi-vidual pfom.

A iiviul, t to b ptofot pt fomt big pitu

b iv toug utig ofow o tm pfom otibutto t ompy gol.

T tm miio mut b to lp togiztio iv it miio. If t

tm fil, t ogiztio will uff.If t tm u, iiviul -

ogitio w will om fom bott tm t ogiztio.

9. No linkage of personalperformance and team responsibility

m v bot poibility

obligtio fo pfom. O o

Multi-Spindles: In 2008 PRODUCTION

MACHINING readers are projected to spemore than $427,000,000 on Multi-Spindmachines. As the dynamic capability ofthese machines continues to improve, reaers will turn to the June issue of PRODUCTIOMACHINING to stay abreast of currenttrends and ongoing technologies.

Software: PRODUCTION MACHININGwill also take a look at software. As acontinually evolving field, it is critical thatmanufacturing professionals stay educateabout the latest software applications andadvancements. Software improvements

have afforded manufacturers more oppornity to save time, save money and increasprofitability, which is why PRODUCTIONMACHINING editors are intent on consistencovering the latest developments.

Events! May PRODUCTION MACHINING walso cover the EASTEC show in SpringfieldMA. Send us your featured display item bMarch 3rd. In addition to its regular circution of more than 20,000, May PRODUCTIOMACHINING will also be distributed from obooth at EASTEC.

Online! Check out the Multi-Spindle and

Software zones on productionmachining.com to see what your customers are discoering online to help advance their busine

ot bogt /i iiviul poi-bility fo pfom by bomig ptof tm. A tm mut ot b iig

pl fo omo tikig to ik tbu of iiviul pfom. If

ytig, tm mmb u t

mioop to v gt g.Outtig pfom o tmquit oft l to mo pi igifit vmt tow o

gol t migt otwi b t. Similly, t wk tm mmb

mut b ppopit potio of tpoibility fo tm filu.

10. Inability to transform teammember conflict into synergy

Sygy o ot imply o big

ppy fmily. Wt it m fo

tm i t blig of oft iv

uiqu iiviul kill omtim oflitig bvio ito

mutully uppotiv ffot fou

o objtiv to wi ll mmb

ommit tmlv. totl big

gt t t um of it pt, wil l

b liz oly if mgmt t

tm itlfmig t iiviulmmb it l ti

iiviul tgt ito oiv

gl tt llow to wok to /i

fullt bt pbility.m mmb mut lo ly o

ot to offt y iiviul wk-, otomig, o it.

m mmb mut bt ti kill,bvio, ppo i m

tt o i tut t poi-tiv tt tu otovy, iv-ity, iff of opiio ito t

tuff fom wi iovtio wi po pw.

If t tm i fo to opt tt lvl of it ommo omito,

t will b o ygy t tm

will fil.Mgmt t tm l)

mut bolutly kow ow to tutu

t tm (it iftutu) i mtt mk ti ygy poibl. It ll

tt wit kowig utigt tm mmb iiviul wo big ti ow kill, motiv-

tio, bvio, gi foiblto t tk.

Synergy for a team is the blending of diverse andunique individual skills and conflicting behaviorsinto a mutually supportive effort focused on anobjective to which all members must commit.



Industry segment $ in millions

Automotive $ 143.8Metalcutting job shops $ 70.0Oil and gas/mining, off-road construction $ 51.1Aerospace $ 45.3Machinery manufacturing $ 39.0Pumps, valves and plumbing products $ 32.6Other manufacturing $ 29.1Power generation $ 28.3

Forming and fabricating $ 19.1HVAC $ 17.1

Spending in top 10 industry segments $ 475.4

Total projected spending for drills $ 547.7

Need more information?Contact your GPI representative orNancy Eigel-Miller, Market Research ManagerGARDNER PUBLICATIONS, INC.800-759-8821513-527-8821800-950-8020513-527-8800Fax: [email protected]

Capital Spending Survey resultsT 2008 Gardner Research Cpitl

Spig Suvy Fot ult ii-

t tt U.S. muftu of utomo-bil, ppli, otutio quipmt

ot ubl goo xpt toivt mo t $17.8 billio i pitlquipmt i 2008.

Choose from demographic reportsavailable for 84 separate categories

Fom t ovll Cpitl Spig

Suvy ult, Gardner bk owpig by iuty gmt, NAICS,plt iz gogpi gio. Dmo-gpi pot, vilbl fo 84 pt

tgoi, lp you tgt t iu-ti tt pl to p moy o t typ

of quipmt you ompy mkt.

$864.6 million market projected forCNC turning center equipment

T top tbl pt Cpitl Sp-ig Suvy Fot pig it-

tio fo CNC tuig t.

Tooling and Workholding Survey results Aoig to t 2008 oolig

Wokolig Suvy, $3.7 billio will

b pt o toolig mo t $1.8billio will b pt o wokolig wok lig quipmt.

CDs available with 2008 resultsCD vilbl tt igligt t

ult of t Cpitl Spig ool-ig Wokolig Suvy log wit

lyi of t fiig.

Reach these markets. See MMS editorial

and circulation information on page 3.

Better target your market with results of Capital SpendingSurvey and Forecast, and Tooling and Workholding Survey

Target the $547.7 million projected market for drills by placing your companys ad in the May issue of MMS.

2008 Capital Spending Survey and Forecast

projected spending for CNC turning centers

Source: GARDNER RESEARCH 2008 Tooling and Workholding Survey

M A R K E T F A C T S

Source: GARDNER RESEARCH 2008 Capital Spending Survey and Forecast

Place your companys ad in the May issue of MMS to create brand awareness and preference for itsproducts and/or services to the $864.6 million total projected market for CNC turning center equipment.

2008 Tooling and Workholding Survey

projected expenditures for drills

By types $ in millions

CNC horizontal turning centers with a 10" chuck or below $ 380.0

CNC horizontal turning centers with greater than a 10" chuck $ 409.6

CNC vertical turning centers $ 75.0

Total projected spending $ 864.6



Material: A look at the value of themelting/casting process to the aluminumalloys you choose to use in your mold buprocess.

Machining: Moldmakers, who must consistently produce very accurate and precimolds, need to learn how to overcome anwork with thermal expansion.

Data Management Software: Trendin data management and how to choosethe best software solution for your shop.

End Market Report:Aerospace/Defense Technology Review

Product Technology Focus:Cutting Tools

Retrospective: A look back aSoftware and Surface Treatmentechnologies/strategies.

Top 10 List: Lessons learned in moldmaking over the past 10 years.

Where Are They Now? Revisiting the

people, organizations and shops over thepast decade.

Metalworking Business Index

Mtlwokig Bui Ix

(MBI) i t fom motly miluvy t to lt goup of mu-ftuig xutiv i t ubl goo

iuti. T MBI i iffuio ixb o 50.0, wi m it futioi t m wy t ISM PMI. W

t MBI i bov 50.0, t mtlwokigiuty i xpig, w t MBI

i blow 50.0 t iuty i ottig.T totl MBI i wigt vg of t

ubii fo w o, poutio,mploy, ivtoi, xpot,

uppli livi.Pl mtio t MBI to you u-tom. Ty ig up to ptiipt

t www.gwb.om/mbi.Wit ig of 40.3 i Juy,

t totl MBI iit ottioi t mtlwokig iuty fo fou

outiv mot; ltoug, t pof t ottio mot om-wt. Nw o poutio w

flt i Juy but mploymt, bklog,, mot otibly, uppli livi

kpt t totl MBI blow 50.0. Lookig

t t t i t totl MBI, gowt it mtlwokig iuty pk i

Benefit from results of the Index

Sign up to par ticipate in the Metalworking Business Index (MBI) survey at www.gardnerweb.com/mbi.

Sptmb. T iuty ott fom

Otob toug Dmb 2007, butt ottio look to v bottomout i Juy.

T t of gowt of mtil piotiu to i. Almot lf of tpot mtio tt tl

til tl pi w iig t pi p. Ot mtil mtio

iig i pi w bi xoti lloy. Wil mtil pi o-

tiu to i, t pi mtlwok gig i Juy. Ti o-

tiu t tt b l it bgiig of t MBI i Dmb2006mtil pi i mot

wil t pi mtlwok gmi lgly ug.

Futu bui xpttio fllfom Augut toug Otob 2007,

but ty bottom out i Novmb Dmb. It m tt iiviu-l i t mtlwokig iuty v

po t oomi w lt toub-pim motgg t liquiity

ii tt ig to fl mo ofi-

t tt t iu will v limitimpt o t mtlwokig iuty.

M E TA L W O R K I N G B U S I N E S S I N D E X

Sub-Indices January December % pointchange

Direction Rate ofChange

Trend(Months)

New Orders 50.0 32.2 17.8 Flat From Contracting 1

Production 50.0 28.6 21.4 Flat From Contracting 1

Employment 37.5 42.9 -5.4 Contracting Faster 2

Backlog 29.2 35.7 -6.5 Contracting Faster 4

Exports 45.8 42.9 -2.9 Contracting Slower 2

Supplier Deliveries 29.2 42.9 -13.7 Lengthening Faster 4

Material Prices 75.0 71.5 3.6 Increasing Faster 13

Prices Received 45.9 53.6 -7.7 Decreasing From Increasing 1

Future Business Expectations 62.5 57.1 -5.4 Improving More 13

Overall MBI 40.3 37.5 2.7 Contracting Slower 4Source:

http://www.gardnerweb.com/mbi/MBIResults.htm



The METALWORKINGMARKETERTMnewsletter is published monthly byGARDNER PUBLICATIONS, INC., as a service to advertisers, prospectiveadvertisers and advertising agencies of MODERN MACHINE SHOP,PRODUCTION MACHINING and MOLDMAKING TECHNOLOGY. All othernewsletter subscriptions per year (U.S. funds): $65 in U.S.A., $75in Canada and Mexico, $85 in all other countries. Back issuesand additional copies: $7 per copy. Permission to reprint materialis granted provided you contact the editor of the METALWORKINGMARKETERTM in advance. Copyright 2008.

To advertise in the METALWORKING MARKETERTM, contact Bill Caldwell,Advertising Manager at [email protected].

The opinions expressed in the METALWORKING MARKETERTM

newsletter are those of the writers and do not necessarily reflectthe views of GARDNER PUBLICATIONS, INC., its Board of Directorsor its Employees.

METALWORKING MARKETERPublisher & Editor:

Maralah S. Rose-Asch, [email protected] Fax: 513-734-7582

Art Director: Sheri Kuchta Briggs

www.gardnerweb.com6915 Valley AvenueCincinnati, OH 45244-3029 U.S.A.513-527-8800 800-950-8020Fax: 513-527-8801President/CEO: Richard G. Kline, Sr., CBCDirector of Content: Tom BeardGroup Publisher: Richard G. Kline, Jr.Director of Marketing: Melissa Kline SkavlemMarket Research Manager: Nancy Eigel-Miller

www.mmsonline.comPublisher: Travis J EganEditor-In-Chief: Mark D. AlbertAdvertising Manager: William T. Caldwell800-950-8020www.gardnerweb.com/mms

www.productionmachining.comPublisher: Travis J EganEditor-In-Chief: G. Christopher KoepferAdvertising Manager: Dianne Hight800-950-8020www.gardnerweb.com/pm

www.moldmakingtechnology.comPublisher: James J. CallariEditorial Director: Christina FugesAdvertising Manager: Becky Heltonwww.gardnerweb.com/mmt

Also publisher of:AUTOMOTIVE DESIGN & PRODUCTIONCOMPOSITES TECHNOLOGYHIGH PERFORMANCE COMPOSITESPLASTICS TECHNOLOGYPRODUCTS FINISHINGIMTS DIRECTORY OF EXHIBITSIMTS SHOWDAILYMETALWORKING INSIDERS REPORT

Member: Specialized Information Publishers Association (SIPA).

U P & C O M I N G

MODERN MACHINESHOP CHINA

MOLDMAKINGTECHNOLOGY CHINA

MODERN MACHINETOOLS INDIA

WERKSTATT &BETRIEB

March March 10Issue 4Ad Closing Date2

Die/Mold,Machining Centers,Measuring Machines,EDM, Mold Steel,CAD/CAM/CAE

March 31May IssueAd Closing Date2

Die and MoldSpecial, MachiningCenters, CMMs,CAD/CAM/CAE,EDM, Mold Steel,Communications

March 3April IssueAd Closing Date2

Machine ShopManagement,Automation andRobotics

March 17Issue 4Ad Closing Date2

Reduce Non-Productive Times,Quality Assurance,Drilling/Reaming/Thread Cutting

April April 7Issue 6Ad Closing Date2

Die and Mold Special2, CAD/CAM/CAE, EDM, HighEfficiency Machining,Hot Runners,Measurement, MillingMachines

April 1May IssueAd Closing Date2

CNC andDNC Selection,Maintenance andOperation, Testand MeasurementSystems

April 10Issue 5Ad Closing Date2

Product FiligreeParts, Multi-MachineOperations,Toothing

CLOSING DATE

IMTS.com Website and CD-ROM May 1, 2008)

IMTS Technology E-Newsletter E-Mail (New!) May 30, 2008

IMTSTV July 28, 2008

IMTS DIRECTORYOF EXHIBITS July 15, 2008

IMTS SHOWDAILY August 1, 2008

MODERN MACHINE SHOP PRODUCTION MACHINING MOLDMAKING TECHNOLOGY

March March 27May Issue Ad Closing Date

Workholding, Turning,

Cutting Tools, EASTEC

March 27

June Issue EditorialClosing Date1

March 3

April Issue Ad Closing Date

CNC Swiss-Type

Automation

March 3

April IssueAd Closing Date3

Moldmaking, Hot Runners,Design Software, Inspection/Measurement, SurfaceTreatment, Automotive CaseStudy, Leadtime Leader2008: Small Shop HonorableMention, MOLDMAKING EXPOOfficial Show Directory,MOLDMAKING EXPO ShowIssue Exhibitor Profiles

April April 28

June Issue Ad Closing Date

Machining For Medical,Measurement, Turning

April 28July Issue EditorialClosing Date1

April 3

May Issue Ad Closing Date

Multi-Spindles, Software,EASTEC

April 3

May Issue Ad Closing Date3

Moldmaking, Material,Machining, DataManagement Software,Cutting Tools3

I N T E R N A T I O N A L P U B L I C A T I O N S C A L E N D A R

1 Matt Danford, 800-950-8020, 513-527-8876, Fax: 513-527-8801, [email protected]

2 Dianne Hight, 800-950-8020, 513-527-8800, Fax: 513-527-8801, [email protected]

3 Jim Callari, 646-827-4848, Ext. 7101, Fax: 513-527-8801, www.moldmakingtechnology.com

4 Bud Arbo, [email protected], 978-353-7600 x242, www.massplastics.com

April Shows, Seminars, Conferences, Exams

23-24 MoldMaking Expo, Novi, MI6

26-29 PMPA National Technical Conference, Indianapolis, IN7

March Shows, Seminars, Conferences, Exams

26-27 massPLASTICS, Fitchburg, MA4

31-April 3 WESTEC, Los Angeles, CA5

U P & C O M I N G

IMTS Ad Closing Dates Schedule For more information on IMTS promotional products go to www.imts.com/promote.

CLOSING DATE

IMTS Kiosk Ad May 1, 2008

August MODERN MACHINE SHOP June 27

August MOLDMAKING TECHNOLOGY July 1

August PRODUCTION MACHINING July 1

5 Society of Manufacturing Engineers, 800-733-3976, 313-271-1500, Fax: 313-425-3407, www.sme.org6 MOLDMAKING TECHNOLOGY Magazine, 513-527-8800, Fax: 513-527-8801, [email protected],

www.moldmakingexpo.com

7 Precision Machined Products Association, 440-526-0300, Fax: 440-526-5803, www.pmpa.org

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