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Key Industry Trends and Insights Olga Dorokhina and Andy Paparozzi, SGIA October 23, 2019
Key Industry Trends and Insights
Olga Dorokhina and Andy Paparozzi, SGIA
October 23, 2019
Agenda
• SGIA Research: • What’s New
• 2019 Research Findings Highlights• Markets and Products
• Wage, Salary, and Sales Compensation• Financial Performance
• SGIA Economy Watch
• Final Thoughts
New Approach: Constant Monitoring
Topics:
• Q1 – Markets and Products
• Q2 – Financial Performance
• Q3 – Wage, Salary, and Sales Compensation
• Q4 – Growth Strategies and Capital Investment
• SGIA Economy Watch (available quarterly)
Get Your Data Around the Clock
This Photo by Unknown Author is licensed under CC BY-
New Approach: Depth
• Panel Development for longitudinal studies
• Benefits:
• Reliable data for trends development
• Easy access to the participants
• Stronger relations with the industry
• Interviews
• Benefits:
• Qualitative data
• Explains opinions, behaviors and experiences
Descriptive
Diagnostic
Predictive
Prescriptive
Source: Gartner Research
New Approach: Coverage
5+ Industry Segments
Graphic and Sign
Apparel Decorators
Commercial Printers
Functional Printers
Package Printers/Conver
ters
Suppliers and Manufacturers
Participation Panel
membership
Interviews
Q1 427 219 14
Q2 443 257 17
Q3 381 195 15
Deliverables
• Quarterly infographics
• Full benchmarking reports by industry segment
• Quarterly SGIA Economy Watch
• Special reports for panel members only (“Best in business intelligence” analysis and “how-to’s”) - upcoming
Connecting the data points and taking them to the new level - we deliver a business tool.
Markets and Products Industry SurveyFirst Quarter 2019
A Focus on Convergence
Q1, Markets and Products
Average Number of Markets Served and Products Provided
8
7
5
7
4
9
5
Products
Markets
Graphic and Sign
Apparel Decorators
Commercial Printers
Functional Printers
Q1, Markets and Products
37.5%31.9%
63.3%
55.5%
33.4%
Graphic and Sign Apparel Decorators Commercial Printers Functional Printers PackagePrinters/Converters
Serve at least TWO Segments: Graphic and Sign - the most popular segment:
about every second company (48.0%) serves it
in addition to their primary segment
Q1, Secondary Segments
Primary Industry
Segment
Secondary Segments
(Segments Served in Addition to the Primary Segment) and Their Revenue
Contribution
Average
Revenue
Contribution
(Secondary
Segments)
Graphic and
Sign
Apparel
Decorators
Commercial
Printers
Functional
Printers
Package
Printers/
Converters
Graphic and Sign
$
13.2%
19.3%
26.4%
26.9%
19.0%
20.5%
8.3%
17.0% 15.0%
Apparel
Decorators
$
28.7%
16.0%
7.4%
15.5%
3.2%
18.5%
1.1%
30.0% 6.7%
Commercial
Printers
$
65.4%
22.3%
14.8%
19.2%
21.0%
19.7%
19.8%
14.2% 24.4%
Functional Printers
$
50.0%
18.9%
25.0%
14.8%
33.3%
9.0%
16.7%
9.3% 17.7%
Graphic and Sign Products
Popular Products
• Window Graphics (ALL)
• Banners/Soft Signage/Flags (ALL)
• Label/Decal Products (ALL)
• Posters/Presentation Graphics (GFX, COMM)
• Wall/Architectural Graphics (GFX, COMM)
Desired Products
• Digital Displays (GFX, COMM, APP)
• Wall/Architectural/Building Graphics (GFX, COMM,)
• Retail Graphics/”Point of Purchase” Displays (GFX, COMM)
• Back-Lit Signs (ALL)
• Dimensional Signage (GFX, COMM)
• Vehicle Wraps/Vehicle Graphics (COMM)
Markets: Where Their Interests Intersect
• Athletic (teams, college, professional)• Architecture/construction• Business-to-consumer• Corporate branding• Educational institutions• Food services• Nonprofits, associations, organizations• Retail
Business Indicators: Current vs. Expected
-40%
-20%
0%
20%
40%
60%
80%
100%
Sales Production Employment Prices Profitability
Graphic and Sign Producers Apparel Decorators Commercial Printers Functional Printers Suppliers and Manufacturers
Barriers to Profitability
Industry Segment Rising Wages
Graphic and Sign Producers 53.2%
Apparel Decorators 44.2%
Commercial Printers 43.5%
Functional Printers 66.7%
Suppliers and Manufacturers 30.2%
Wage, Salary, and Sales Compensation August 2019
U.S. Regional Distribution
21.5%
15.0%
14.4%
11.3%
10.0%
8.9%
7.1%
5.8%
5.2%
0.8%
East North Central (OH, IN, IL MI, WI)
South Atlantic (DE, MD, DC, VA, WV, NC, SC, GA, FL)
Pacific (WA, OR, CA, AK, HI)
West North Central (MN, IA, MO, ND, SD, NE, KS)
Middle Atlantic (NY, NJ, PA)
West South Central (AR, LA, OK, TX)
Mountain (MT, ID, WY, CO, NM, AZ, UT, NV)
New England (ME, NH, VT, MA, RI, CT)
East South Central (KY, TN, AL, MS)
U.S. Territories (AS, FM, GU, MH, MP, PR, PW, VI)
Community Affiliation
36.5%
28.9%
13.7%
13.5%
4.4%2.9%
Graphics and sign producer
Commercial printer
Apparel decorator
Supplier/Manufacturer
Functional/industrial printer
Packager/converter
Total Direct Payroll as Percentage of Gross Sales
7.9%
15.4%
35.7%
19.2%
10.9%
5.3%
2.3%
1.5%
0.4%
1.5%
0-10%
11-20%
21-30%
31-40%
41-50%
51-60%
61-70%
71-80%
81-90%
91-100%
19.2% - 31%-40%
35.7% - 21%-30%
23.3% - 20% or less
Total Direct Payroll as Percentage of Gross Sales by Region
Region Median
West North Central (MN, IA, MO, ND, SD, NE, KS) 29.5%
Middle Atlantic (NY, NJ, PA) 29.2%
East North Central (OH, IN, IL MI, WI) 28.3%
Mountain (MT, ID, WY, CO, NM, AZ, UT, NV) 28.2%
Pacific (WA, OR, CA, AK, HI) 27.8%
South Atlantic (DE, MD, DC, VA, WV, NC, SC, GA, FL) 27.6%
New England (ME, NH, VT, MA, RI, CT) 25.5%
West South Central (AR, LA, OK, TX) 25.5%
East South Central (KY, TN, AL, MS) 23.7%
Total Direct Payroll as Percentage of Gross Sales By Industry Segment
Industry Segment Median
Graphic and sign producer 27.3%
Apparel decorator 27.5%
Commercial printer 27.4%
Functional/Industrial printer 25.5%
Benefits Provided to Full-Time Employees
89.3%87.7%
73.9%66.3%
61.7%61.3%60.5%
47.9%40.6%
39.1%37.2%
33.0%31.4%
28.0%25.3%
21.8%2.3%
Vacation/personal leave, paid
Workers' compensation insurance
Sick leave, paid
Bereavement leave
Maternity leave
Disability insurance, long term
Sick leave, unpaid
Flexible spending account (FSA)
Daycare/daycare assistance
Wage, Salary, and Sales Compensation Report
Top Benefits:
Range of Coverage
By Region By Industry Segment
Vacation/Personal Leave, paid 70.6% - 100% 76.3% - 100%
Paid Holidays 76.5% - 100% 71.1% - 93.8%
Workers’ Compensation
Insurance
60.9% - 81.8% 60.5% - 92.3%
Health Care Insurance 41.2% - 83.3% 23.7% - 93.8%
Retirement Plan
(pension, 401K)
23.5% - 83.3% 23.7% - 87.5%
Sick Leave, paid 45.5% - 66.7% 25.0% - 68.8%
Wage, Salary, and Sales Compensation Report
In-house sales
72.3%
Salary +
bonus/commission
Salary only Bonus/Commission/
Other
Sales staff solely
dedicated to sales
75.0% 10.0% 25.0%
Sales staff NOT
solely dedicated to
sales
42.9% 51.9% 5.2%
• Health Insurance Premiums
• 21.8% - more than 80%
• Median – 61.4%
• 75.8% of companies match employee contribution to 401K/pension plan
• Median 3.0%
Compensation Method: Independent Sales
53.3%
26.7%
20.0%
Commission only
Commission plus bonus
Salary plus commission
Four out of five respondents (80.0%) - commission only or commission plus bonus
When Commissions are Awarded?
72.1%
13.2%
1.5% 1.5%
11.8%
When the job is billed When the job is sold When the job is inproduction
When the job is paidfor
Other
Basis for…
• Commissions
83.5%
1.7%
13.0%
1.7%
Gross sales
Gross profit
Value added
Other
• Bonuses
32.7%
32.7%
1.9%
13.5%
19.2%
Gross sales
Gross profits
Percentage ofsalary
Set amount
No set policy,occasional bonus
Lowest Paid Jobs
JOB TITLE AVERAGE MEDIAN
MANUAL TEXTILE PRESS OPERATOR $30,925 $32,000
PACKING/KITTING/SHIPPING $33,355 $33,000
ANALOG POST-PRESS/TEAR-DOWN $36,869 $34,500
ANALOG PRE-PRESS/MAKE-READY $37,403 $35,830
POST-PRINT FINISHING/FABRICATION $37,670 $36,000
INVENTORY/MATERIALS CLERK $36,685 $36,000
DIGITAL PRESS OPERATOR $39,715 $40,000
Highest Paid Jobs
JOB TITLE AVERAGE MEDIAN
IT MANAGER $76,571 $75,000
GENERAL MANAGER $70,043 $65,000
MARKETING MANAGER $67,665 $65,000
PRODUCTION MANAGER/PLANT FOREMAN $67,285 $65,000
SAFETY/ENVIRONMENTAL/COMPLIANCE MANAGER $66,877 $65,000
ELECTRONIC PRE-PRESS MANAGER $66,560 $65,780
ENGINEERING PERSONNEL/R&D $65,650 $65,000
PRESSROOM SUPERVISOR $64,854 $64,700
QUALITY CONTROL MANAGER $63,798 $62,500
CUSTOMER SERVICE MANAGER $61,277 $52,812
ART DIRECTOR $60,753 $55,500
Sales and Profits: Current vs. Expected
0.0%
25.0%
50.0%
75.0%
100.0%
Current Expected
Sales
Graphic and SignApparel DecoratorsCommercial PrintersFunctional PrintersSuppliers and manufacturers
Current Expected
Profits
Industry and National Economy Confidence
56.1%
36.2%
76.7%
51.7%57.1%
30.8%
47.8%40.5%
62.3%
38.5%
Industry confidence National economy confidence
Graphic & Sign Apparel Decorators Functional Printing
Commercial Printing Manufacturers/Suppliers
Financial Benchmarking Industry Survey
Second Quarter 2019
A Focus on Profitability
= Percent reporting sales increased in 2018 = Percent EXPECTING sales to increase in 2019
Sales Trending Up
All Companies Surveyed
Why Sales Are Expected to IncreaseReason Citing
Marketing more effectively/more resources devoted to marketing 57.1%
Favorable economy/business climate 48.5%
New products/services 44.9%
Selling more effectively/more resources devoted to sales 42.9%
Strength of major product/service markets 40.8%
Price increases 32.7%
Additional sales personnel 29.6%
By Primary Printing Segment:
Why Sales Are Expected to Increase
Graphic and Sign Producers Citing Commercial Printers Citing Apparel Decorators Citing
Marketing more effectively 64.9% Marketing more effectively 52.0% New products/services 45.9%
Favorable economy 51.4% Favorable economy 52.0% Marketing more effectively 40.5%
New products/services 44.6% Selling more effectively 42.0% Selling more effectively 40.5%
Strength of major product/
service markets43.2% New products/services 40.0%
Strength of major product/
service markets40.5%
Selling more effectively 36.5%Strength of major product/
service markets36.0% Favorable economy 37.8%
Sales Up … Profitability Not So Much= Percent reporting SALES increased in 2018 = Percent reporting PROFITABILITY* increased in 2018
Obstacle Citing Obstacle Citing
Rising wages 49.1% Shortage of skilled sales personnel 20.8%
Lack of sales, difficulty growing sales 43.4% Older, slower, less efficient equipment 19.8%
Rising cost of healthcare benefits 42.9% Increased tariffs 13.2%
Rising cost of essential materials/supplies 42.0%Limited growth of our major
products/services9.0%
Shortage of skilled production personnel 41.5%Excess capacity in markets limiting
pricing power8.5%
Workflow inefficiencies 33.5%Client turnover too high/retention rate
too low7.1%
Clients unaware of how much more we
can do for them27.8%
General economic weakness in
markets/areas we serve6.6%
Need to find/develop new markets 25.5% Other 6.6%
Biggest Obstacles to Increasing Profitability
Graphic and Sign Producers Citing Commercial Printers Citing Apparel Decorators
Rising wages 53.6%Lack of sales, difficulty growing
sales56.5%
Shortage of skilled
production personnel57.9%
Rising cost of essential
materials/supplies48.8%
Rising cost of healthcare
benefits47.8% Rising wages 44.7%
Rising cost of healthcare benefits 44.0% Rising wages 43.5%Lack of sales, difficulty
growing sales39.5%
Lack of sales, difficulty growing
sales38.1%
Rising cost of essential
materials/supplies34.8%
Rising cost of essential
materials/supplies36.8%
Shortage of skilled production
personnel38.1%
Shortage of skilled production
personnel30.4%
Rising cost of healthcare
benefits34.2%
Workflow inefficiencies 36.9% Workflow inefficiencies 27.5% Workflow inefficiencies 28.9%
Showing clients how much more
we can do for them32.1%
Showing clients how much more
we can do for them26.1%
Showing clients how much
more we can do for them28.9%
Biggest Obstacles by Segment
Tactic
Human ResourcesAttracting and retaining more skilled, productive (or trainable) employees. Offering higher wages, more
attractive benefits. Greater investment in training. Establishing/expanding mentorship programs. New
recruitment methods. Becoming a "destination" employer.
Efficiency"Working smarter." Minimizing steps and touches, companywide not just in operations. Lean manufacturing,
continuous improvement, etc.
Capital InvestmentInvesting in new or upgrading current equipment/technology. Increasing productivity, speed and automation.
Expanding production capabilities to capture new markets, offer new products, and create WOW power.
CustomerPaying more attention to the customer, particularly to what the customer really values. More contact with
customers. Faster, more complete responses to customer questions and requests. Eliminating habitually
unprofitable clients to focus on recruiting, retaining and developing profitable ones.
Overcoming the ObstaclesHow are you addressing the obstacles? Nearly 10.0% responded, “We aren’t,” “We aren’t
sure how to” or “We are not at this time. We’re too busy!”
Overcoming the Obstacles (cont.)
Tactic
ManagementPaying closer attention to and developing more effective KPIs: operational, financial, and overall. Closer attention to
strategic planning, financial analysis — particularly cost and debt analysis— and new business development.
Encouraging innovation/finding new, more efficient ways to work.
SalesAdding sales personnel. Better management of sale process. More careful analysis of the cost of sales. Focus on
selling value rather than commodities, consultative sales rather than transactional sales, and selling to marketing
executives, creative directors and others who set media strategies, rather than print buyers and purchasing agents.
MarketingBuilding/refreshing our brand. More resources devoted to marketing, including social media marketing, to better show
clients and prospects who we are and how we can help them prosper.
DiversificationAdding new products, services, end markets.
OtherRaising prices, working with supplier partners to reduce costs of essential materials, M&A.
In Their Own Words
Increasing Profitability
▪ “We have fired unprofitable customers. We are also working on a training program to find unskilled labor and turn it into skilled labor.”
▪ “Trying to grow sales by putting significant resources into a comprehensive
marketing program so that we can go with a smaller sales force that has a
much high close rate rather than the traditional large, inefficient sales
force.”
▪ “Much different marketing and sales effort: Focus on defining what VALUE
means to the customer.”
▪ “We are increasing our wages to attract a better and more productive
workforce, as well as revamping our benefit package to hopefully make our
company a destination work company, rather than just a job.”
▪ “We’re paying more for high-quality people and weeding out lower-
productivity workers. You can't afford low-output personnel at today's pay
rates.”
▪ “Developing and launching a new website. Hosting lunch & learn events.
Building out our custom showroom and demo center. Implementing improved
in-house training practices. Sending select personnel to paid off-site training
and educational programs. Introducing a new incentive bonus program
based on productivity/profitability benchmarks.”
▪ “We’re always re-working processes to find blind spots and learning from
mistakes.”
▪ “Through KPI's, company initiatives and focus. Bottom of customers by CM
fired. Looking for new employees to replace bottom 10%.”
In Their Own Words
Increasing Profitability (cont.)
▪ “Due diligence to ensure proper control measures are in place.
Establishing mentoring programs to attract new recruits. Constantly
reviewing innovative technologies.”
▪ “Consolidating facilities. Ensuring minimum markups on low value-
added jobs. Getting rid of the lower priority work/customers.”
▪ “Continuous improvement initiatives and cost of sales analysis.”
▪ “Managing labor cost aggressively — both direct labor and indirect labor —
keeping head counts right and flexible staffing.”
▪ “Expanding our inside sales team. Hired a promotional products champion
to generate new revenue stream for the company. Continuing to invest in
lead generation for our e-commerce platform.”
In Their Own Words
Increasing Profitability (cont.)
In Their Own Words
Prudent Capital Investment and KPIs“We were running three shifts on two offset presses. We didn’t want a
third press. But the new generation of offset presses is so much better:
10-minute makereadies, much higher quality, much better color
consistency — just everything about them. We were running lots of
overtime on weekends, with three shifts on two presses. Now we have two shifts on two presses and have minimized overtime.
“And the beauty of the work is unbelievable: UV coating, reticulation and
all the other effects. You show that around and people take note. It’s
not just standard print — it’s got a huge WOW factor. That’s where
our growth is coming from.”
▪ Track estimated cost vs. actual cost, job-by-job and customer-by-
customer. Know immediately when actual cost significantly
exceeds estimated cost — “Not two weeks later when no one
can remember what happened.” Share actual vs. estimated cost comparisons daily with management.
▪ Hyperlink job numbers to:
o MIS so management “can see not only the job instructions
but everyone who worked on it.”
o Financials, where actual vs. estimated costs can be
related to EBITDA: “We watch EBITDA very closely. I
programmed EBITDA right into our income statement.”
In Their Own Words
Prudent Capital Investment and KPIs (cont.)
▪ Vital-few metrics report provided to key staff every Monday morning.
▪ Provides “a view from 20,000 feet” of what’s happening.
▪ Metrics include:
▪ Weekly values are presented, along with multiple-week moving
averages to identify trends.
o Number of estimates
o Sales
o Work-in-progress
o Payable balances
o Receivable balances
o Cash-on-hand
In Their Own Words
Prudent Capital Investment and KPIs (cont.)
Identifying the Consistently Profitable▪ They are NOT companies of particular size. They
do not operate a particular mix of technology or
offer a particular set of products and services.
Some have diversified beyond their core and some
haven’t. Some are participating in printing industry convergence and some aren’t.
▪ They ARE companies able to consistently capture
profitable work — work that fits — and shepherd
growth to the bottom line.
▪ They ARE companies that are making investments
that may depress in the short-term but are likely to
boost them over the long term.
“Our profitability was down last
year because we were dealing
with tariffs, but also because
we were transitioning into
new product offerings and
implementing lean initiatives
that will address many
shortcomings.”
SGIA Industry Benchmarking Survey
participant
The Metrics1. Gross SalesSales from all sources, including brokered sales.
8. Selling ExpensesTotal cost (including payroll taxes) of compensating sales personnel, including sales
management. Includes advertising, travel/entertainment, vehicle and other sales-related
expenses.
2. Outside Materials and ServicesCost of all materials and services purchased from other companies to produce jobs.
9. Administrative ExpensesTotal cost (including payroll taxes) of compensating executive, office and administrative
personnel. Includes accounting, legal, collection, insurance, office supplies and other costs of
running the overall business.
3. Value AddedGross sales (1) – Outside Materials and Services (2)
10. Income Before Interest and Taxes (EBIT)Gross Profit – Selling Expenses – Administrative Expenses
4. Total PayrollEverything associated with paying employees, including payroll taxes. Includes
all working owners at fair compensation — i.e., what it would take to replace them.
11. Income Before Income TaxesEBIT – interest expenses + non-operating income, if any.
5. Factory/Production PayrollTotal cost of compensating (including payroll taxes) employees who are directly (press/equipment
operators, production supervisors, etc.) or indirectly (estimating, job planning, packing, shipping, etc.)
associated with production.
12. EmployeesAll full-time personnel plus the full-time equivalent of all part-time employees.
6. Factory/Production OverheadEquipment rental/leases, utilities, real estate taxes, rent, depreciation, repairs and maintenance, etc.
13. Sales PersonnelAll full-time outside salespeople, including selling owners.
7. Gross ProfitGross Sales (1) – Outside Materials and Services (2) – Factory/Production Payroll
(5) –Factory/Production Overhead (6)
14. Days of Sales Outstanding for a Month(Accounts receivable balance on the last day of the month/total credit sales for the
month) x number of days in the month.
Among the Questions
▪ What are you doing better today than you were six months ago?
▪ What will you be doing better in six months than you are today?
▪ Why do you miss opportunities?
▪ What are you doing to create even greater value for your clients?
The EconomyPercent change in private capital investment (equipment, software and structures), after-tax corporate profits and
GDP. All change is during the six months ending on the date indicated, over same period of previous year.
International Economic Brinksmanship
▪ In January 2018, America targets solar panels, washing machines, steel and
aluminum.
▪ China targets our sorghum, aluminum waste, pork, fruits and nuts; the
European Union our cranberries, bourbon, Harley-Davidson motorcycles and
jeans; and Canada our steel, aluminum, agricultural products and food products.
▪ Over the next 18 months, goods from luggage to yachts are added to the hit list.
▪ Tariff hikes are announced. Some are enforced and some delayed. Exemptions
are granted. Some are honored, some rescinded and some replaced by import
quotas.
▪ Who knew what was next?
Further Slowing LikelyPercent change in GDP over previous year. Projections for 2019-20 are consensusof economists surveyed by the Federal Reserve Bank of Philadelphia.
• Economy’s growth expected to slow to 2.2%
this year and 1.8% next year.
• Matters because growth of 1.8% reduces
GDP by $210.0 billion from what it would
have been had growth continued at 3.0%.
• Last year, textile and apparel manufacturers
had sales of $69.6 billion, beverage
manufacturers sales of $104.9 billion and
TV and radio broadcasters sales of $169.1
billion.
• The slowdown is the equivalent of losing a
major industry.
But Recession Isn’t LikelyAt least not over the next 15 months.
▪ Economic expansions do not die of old age — i.e., we are never due for a recession. They die of:
▪ Excesses, such as the real estate bubble prior to the Great Recession of 2008 - 2009 or the dot-
com bubble prior to the recession of 2001.
▪ Policy errors, such as excessively tight monetary policy, poorly designed, timed and executed tax
increases and innovation-stifling regulation
▪ Exogenous shocks, such as the OPEC oil embargos of the 1970s.
▪ There is no evidence of excess severe enough to cause recession. The Fed has stopped
tightening credit. Economic policy isn’t Washington’s current priority. And the increasingly diverse,
adaptable American economy is not as susceptible to exogenous shocks as it once was.
Housing Starts Rising AgainThousands of units, six month moving average.
▪ One of the most reliable leading
indicators of recession.
▪ Have declined during the 12 months
prior to every recession since 1960.
▪ No economic indicator is perfect. And no
two recessions are identical.
▪ But the recent rebound in starts is
encouraging. With interest rates falling,
continued gains are likely.
Hoping for the BestHopefully:
▪ Phase One agreement reached between America and China October 11 leads
to a more comprehensive Phase Two agreement. No guarantee it will.
▪ United States-Mexico-Canada Agreement is ratified by congress.
▪ Brinksmanship ends
▪ Global economy heals rapidly.
▪ But with brinksmanship, one never knows. It’s a slippery slope that leads to a
trap door.
▪ Slide through the door and the outcome is something, such as global
recession, no one intended and from which no one benefits.
Best in Business IntelligenceActions printing companies can take right now to build and maintain superior margins.
Increasing Client Retention
▪ Completely Satisfied? Or Just Satisfied? It makes
a big difference in client retention.
▪ What Are We Doing that Annoys You? Uncovering
and correcting the minor annoyances that reduce
customer retention.
Attracting New Clients
• Defining Our Competitive Advantage. Drop the
generalities and get specific.
• Creating a Superior Customer Experience. It’s
about a lot more than customer service.
Attracting/Retaining Quality Employees
▪ Building Our Employer Brand. Building a workforce
that will get us where we want to go.
Sharpening Execution
▪ Managing by Objectives and Key Results (OKRs).
Achieving our most important objectives.
Picking Our Shots
▪ Opportunity Evaluation Matrix. Deciding what’s
really an opportunity given my company’s specific
resources, capabilities and goal.
“We’re looking outside our company for answers.” SGIA Industry Benchmarking Survey participant
