In most of the printing companies I’ve known, sales energy naturally gravitates toward customer retention. And that’s understandable as these are the relationships that pay the bills, keep presses running, and builds trust over time. Sales reps and account managers know the work, know the people, and can navigate the fire drills that come with getting projects out the door. And over time, those account managers and sales folks become insurance policies for those customers by helping them produce the work that matters most for them. That’s all good.
But here’s the problem: while the team is busy taking care of existing customers, who’s out there finding new ones?
Too often, the answer is… no one in particular or that depends. Not a solid strategy.
And in today’s market where customer loyalty is harder to count on and print budgets and decision makers shift faster than paper prices, not having a defined customer acquisition strategy can become a slow leak in your growth plan.
Retention Keeps You Stable. Acquisition Keeps You Growing.
Retention is your defense, and it protects what you’ve built. It’s your recurring revenue, your solid base hits, your consistency. But acquisition is your offense as it creates options, drives margin, and helps you replace the business that inevitably churns.
Remember, clients are loyal until the day they aren’t.
My observation is that since the last great recession, the best companies have run both tracks in parallel. They don’t rely on reps to occasionally prospect when they are slow and then drop it like a bad habit as soon as the phone rings. They design for it with defined roles, clear expectations, and measurable outcomes. And by the way, doing this is hard.
So, who’s on the Hunt?
In many print companies, the hunter role has quietly disappeared. Senior reps are maintaining large books of business, newer hires are often placed in service roles, and leadership assumes growth will come magically. Hope is not a strategy!
But in this new environment where relationships start digitally, projects are more complex, and buyers expect expertise. The traditional rep with a Rolodex model doesn’t cut it. And face it, most of those folks are either comfortable in their existing company or waiting it out to retire–not a bad thing, just reality. You need a client acquisition team that:
- Understands vertical markets and how print fits into a marketing mix
- Can build credibility online and in person
- Knows how to open conversations with marketing, procurement, and operations leaders
- Are supported by a marketing initiative and data-driven lead gen tools (not just cold calls and luck)
If You Don’t Have Hunters, Build Them
If your current team doesn’t include true hunters, don’t panic, you just need to build the capability. Here are a few practical steps to get started:
- Define the role clearly. Separate account management (retention) from business development (acquisition). They require different skills, compensation plans, and success metrics.
- Modernize your lead engine. Use CRM data or MIS analytics to identify at-risk clients, warm leads, and “look-alike” opportunities in your ideal customer profile.
- Retrain or realign. Some current reps can evolve with coaching, especially if you provide messaging frameworks, outreach cadences, and marketing support.
- Test and measure. Start with one pilot hunter role or dedicated inside-outreach program. Track metrics like first meetings set, new logos added, and pipeline velocity.
- Commit to consistency. Business development isn’t a campaign, it’s a system. No stopping and starting! Schedule it, review it, and keep it visible in leadership meetings.
Final Thought
Retention will keep you profitable. Acquisition will keep you relevant. The balance between the two is what separates growth companies from the others. If no one on your team is waking up every day thinking about new business, that’s a strategy gap, not just a staffing one. Fill it intentionally, and you’ll feel the difference in every part of the business.
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