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InfoTrends and WhatTheyThink Third Quarter Tracking Results <a href="http://printing-in-china.net/">printing solutions</a> ï»¿<a href="http://printing-in-china.net/">printing services</a> by Patrick Henry October 6 , 2003 -- It always takes each day or two after leaving Graph Expo for that show's familiar cacophony to fade in the visitor's ears: the rattle and thump on the heavy machinery; the broadcast-perfect tones in the actors leading the half-hourly demos; the vast white noise from the aisle-flooding crowds. Only inside the relative quiet with the aftermath carry out the words of conversations and briefings begin to generate their significance clear. So, to be a post-show postscript, currently this miscellany of comments from folks who inside our opinion said things eminently worth repeating regarding the state from the industry since they encountered it at McCormick Place. If their remarks share a thread, the world thinks it is the speakers' implied declaration that printing technology has finally crossed a threshold into new territory bearing scant resemblance for the country left out. Now there can be a new pair of assumptions to work together with along with a new frame of hitting the ground with construct. For example, that it was surprising to see the term “evolutionary vs. revolutionary” used so little for the show. Once upon a moment, this well-worn scrap of rhetoric keynoted virtually any deep discussion and spouted from practically every learned lip. But this current year, it absolutely was almost like everyone had arrive at Chicago agreeing which the “evolution” of printing simply has taken the medium to where it ought to get, understanding that “revolutions,” other things that are they can be, are merely distractions in the a great deal more urgent few earning profits with all the tools taking place. Perhaps a whole new technique of thinking, speaking (and writing) about graphic communications is starting to displace that old. Listen: Printers are recognizing the have to upgrade their platforms. They recognize that today, being competitive means continually increasing productivity. It's will no longer practical to cover off the purchase price of your press in seven or eight years, and after that run it for one more 20. Those days have ended. Press manufacturers must cater into a interest in design flexibility within their equipment. Nobody wants merely a plain-vanilla, six-color 40 coater any further. Press manufacturers needs to be prepared to supply special one-off designs for specialized applications. —Stephan Carter, president Komori America Corp. Thanks to improvements in technology, we're capable to go to your customer and say, if you need to, “We haven't had the capacity find the color perfect, but we'll correct it by setting up a new plate.” With our equipment, it usually takes fifteen minutes to image a brand new plate, and another a few minutes to hang it. So, a plate remake isn't catastrophic interruption who's was formerly, and though our plate remake rates could be at the top of some jobs, we're willing to search that extra mile to the customer. —Brian W. Mason, CEO, Great Western Industries, a Dallas, Tex. provider of folding cartons, POS materials, collectible cards, and secure printing In the printing industry today, CIM (computer integrated manufacturing) would be the difference between survival and success. It would be the hallmark of printers that are thriving while the competition seems being running for cover. —Yves Rogivue, CEO, MAN Roland Inc. CIM can be used, it's working, plus it's intended for real people. The bindery is don't your second-class citizen of CIM. —Werner Naegeli, president and CEO, Muller Martini Corp. Printing is loath for getting its message out. We ought to change our focus. It is tough to fathom how print has settled for such obscurity from the face of other media. Printers must throw in the towel to rate themselves as alternatives with printers and begin positioning print for an solution to competitive media. As a market, we've failed to produce a frequent, coherent message regarding the advantages of the medium. —Michael Makin, CEO, Graphic Arts Technical Foundation/Printing Industries of America (in remarks in the announcement of The Print Council, a company alliance promoting greater by using print) Several current trends could increase interest in printing: decreased by using telemarketing (despite uncertainty regarding the fate on the do-not-call registry); decreased level of spam because of spam-blocking technology and anti-spam legislation; along with the commercial-skipping feature in the TiVo home television recording system. Because of such constraints on competitive media, print is on the verge of any new and significant growth period. —Paul Reilly, board chairman, CEO, and president, Mail-Well Inc. (in remarks with the announcement of The Print Council) Print's real value proposition is easy: The high value-add in different plant may be the finishing. Printers who overlook this fact mislead themselves. They think they're printers, however they are not—they're finishers. No customer ever orders or buys flat sheets of paper. If that you are an in-plant, the critical requirement of rapid turnaround times demands the finishing being in-house. If you're going to get an in-plant, you would like being a finisher. Print commences with postpress. The printing is merely a a part of it. And despite exactly what job it truly is, print finishers have bear in mind production variables must regularly be anticipated and taken into account. Paper still arises from trees, and God didn't make any two trees alike. —Larry Tanowitz, senior v . p ., postpress, Heidelberg USA Technically speaking, these are certainly not great times for your early innovators. The technology advantage they enjoyed and trusted for the competitive edge is opened to every one competitive manufacturers. In many cases the first-adopter stage of technology has become enhanced by manufacturers that have developed systems later. This means that this smaller printers now take over usage of technology that seemed totally out of the reach a year or so ago. Discernable differences in performance between 'high-end' products along with makes of presses are few, when they exist in any respect. This results inside an overall cheaper on the late adopter at little if any difference from the quality from the press or even the product it generates. —Ernest Bardocz, president, Grafitec America For us, 'high-quality' means being the alternative of any racing horse, which performs well with a certain number of conditions, however, not under others. —Winfried Gleue, president and CEO, Hostmann-Steinberg, a world provider of printing inks ------------------------------------------------------------------------ ,In the Ink Industry, Globalization Makes the World Smaller:
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That's the thought behind the modern VarioStream 9230 digital press on display in Chicago. Rolled out about annually plus a half ago as being a black-only, color-capable machine, that it was running black plus magenta and blue for the show. A fourth color will arrive within the first 1 / 2 of 2006, accompanied by full-process color in 2007. That might seem to become late when compared by incorporating competitors, nevertheless the 9000 family is additionally some other style of press. It is created to provide you with the use of running any mixture of colors, and in many cases mix full color, spot color and black-only pages inside a single document without worrying about penalty of plenty of full-color click charges. The print quality seems greater than adequate for they kinds of jobs currently running about the big box plus a handful of printers I know who actually have a very 9000 into their shops identify it offers exceeded their expectations. Both got it having its flexibility under consideration and therefore are building customer apps that are great for the growing capabilities in the machine. ,<a href="http://printing-in-china.net/">cheap printing solutions</a> <a href="http://printing-in-china.net/label-printing.html">Label Printing</a>
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Graph Expo within a drupa year generally is a pretty busy event, with printers flocking to Chicago to find out much with the stuff that's shown at drupa. A great run not too long ago combined together with the anticipated momentum of drupa managed to make it a simple choice for vendors to belly up for the bar and snap up space for this season's show. Which they did. Still, all summer I've been hearing second guesses of all corners about how precisely busy the show is going to be. In the dog times of August the limiting factor seemed to become escalating travel costs, thanks partly with a softening of business as well as the piratical practices of airlines and hotels. Now, together with the economy within the ropes, I'm hearing only modest expectations from most firms. When this happens, vendors usually point towards the quality of such attending, saying the folks who do come are serious prospects. This is actually, often true. But the question is usually whether enough these serious people are willing and capable of pull the trigger on the new NexGenDigo VersaPrint 10000. We'll see. ,<a href="http://printing-in-china.net/label-printing.html">Label Printing</a> <a href="http://printing-in-china.net/">printing in china</a>
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Danka’s new management team was kind enough to host a very informative breakfast for your press at On Demand. Todd Mavis-U.S. Group President and COO and Don Thurman-Chief Growth and Marketing Officer are not only new faces, but purveyors of the latest ideas and strategies to rejuvenate Danka’s business, perception and customer relations. Thurman told attendees in the new corporate emphasis: controlling expenses, providing better support and maximizing shareholder value. He discussed Danka’s significantly improved finances, but would not provide any guidance. Historically, Danka wanted being the most important, but made some mistakes as well as poverty, and didn’t have the very best go-to-market strategy, Thurman told the viewers. Lang Lowrey, Danka’s new CEO, was induced board last June, laying a fresh corporate strategy: implement guiding principles, refocus on employees, refocus on customers, and remember we work for that shareholders. Lang also laid out a home based business, dedicated to generating cash, a confident balance sheet and significant debt reduction. Corporations have printers geographically spread around, without device management. According to Thurman, Danka will focus on assisting companies manage devices at the desktop, leverage their technical abilities and implement numerous new programs to permit migration form as being a box seller to some value added solutions partner. Danka can be less devoted to machines and refocus for the value of customer documents, becoming a good investment grade stock, inside process. Todd Mavis, billing himself being a turnaround person, told us that since August, a brand new reporting structure and 90 personnel have been added; and they're going to soon announce a fresh Senior VP of professional Services. The new organization features a new market focus, aiimed at accountability, profitability, responsiveness, strategic alignments and ROI. Mavis discussed ten key places that Danka will focus: 1. Customers to rave about Danka, 2. Increase hardware gross margin, 3. Increase amount of PSUs sold, 4. More color and Danka @ the Desktop, 5. More balance between revenue and geographic distribution, 6. Significantly increase strategic account base, 7. Increase the number of service contracts, 8. grow multi-vendor services, 9. Reduce SG&A, 10. Increase connected devices by 50%. The fresh focus will center around two customer groups. Danka Touch concentrates around the Total Lifetime Value from the customer, acting pro-actively. Reactively, the Customer Care Czar, who heads the Customer Care organization, sees to it that issues and problems are resolved as favorably and as quickly as is possible. Another prime focus will probably be corporate consulting. Corporations spend between 6-8% of annual sales on printing, and Mavis believes Danka services is able to reduce a firm’s overall printing costs by 40%. Mavis cited a Lehman Brothers survey which reported, Printing facilities are one with the most under managed assets in any organization, and offers easy cost benefits for any organization. Mavis sees Danka moving beyond copies to professional consulting by promoting the great things about color documents Sam Errigo, VP of High Output Solutions Group focused his presentation on Danka’s new corporate connectivity and reporting program-Danka @ the Desktop. He indicated this new thrust will assist in solving the DocuMESS problem all vendors helped create, by harnessing corporate output devices. Since desktop and workgroup printers come in within the CapX radar, true print costs aren’t captured. Errigo cited the following costs for example his point. Per page costs on the desktop are $0.065, in the workgroup environment $0.02-0.04 and production printing $0.01-0.015. By identifying these costs and controlling them, immediate savings might be realized. ,<a href="http://printing-in-china.net/label-printing.html">Label Printing</a> <a href="http://printing-in-china.net/">printing in china</a>
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Commentary by Steve Aranoff & Robert FitzPatrick, The EAGLE November 2, 2004 -- Strategic planning and business management need to become rational processes depending on objective facts. For the printing industry, up against competition from new media along with a technology revolution that challenges its installed base of kit, the necessity for the judicious, analytical perspective would appear to get fully necessary. Yet, Graph Expo stated graphic arts executives are as more likely to color facts and data with all the emotions of hope and fear as voters facing the presidential election. The hope-based orientation revealed itself at Graph Expo during Dr. Joe Webb's presentation, Revolutionizing the Printing Industry sponsored by WhatTheyThink.com and Man Roland. Dr. Webb's slide show detailed the realities of your industry inside an advanced stage of maturity. The thrust on the presentation, indicated inside title, addressed extended fundamental trends, not short-term fluctuations. Yet responses and reactions quickly fell in to the ever-present discussion of optimism versus doom and gloom. Few people showed eagerness to grapple using the fundamentals of maturity and exactly how to adopt benefit from opportunities the epoch offers. In deed the info plus the analysis that had been presented can serve being a useful test to managers about whether they may be facing facts head-on or viscerally resisting reality. Consider many of the basic points: Printing Shipments are finally increasing much like profits in real dollars, shipments are down 15% in which we were holding almost 10 in the past. Profits are down 50% from your same timeframe. Employment in offset printing customers are down 15% in which it had been 10 in years past. Younger consumers prefer digital media to printing. A generational divide exists where those under 35 yrs . old are eschewing printing. Printing has been subjected towards the conventional test of hard goods with tangible, easily measured costs. This gives its virtual media competitors an automated advantage with sharp-penciled print buyers. As a manufacturing industry, printing has fallen behind in productivity measurements, seen as an Dr. Webb as going from star to laggard. Printing is facing a cracking foundation by which fundamental trends that challenge the conventional modes on the business are intensifying Do these facts represent a pessimistic view or a rational, factual documentation of conditions and verifiable trends? Is it helpful and empowering to check these figures closely or would it be disheartening and distracting? As attendee responses to Dr. Webb's presentation reveal they're both. Managers which might be ignorant of those data would surely be living within a fool's paradise, and would pose a hazard to anyone that will follow his/hear lead. Yet, what man isn't negatively impacted by personnel layoffs, shrinking sales volume, reduced profits, downward pricing, and intense and continuous pressure? Joe Webb's presentation advocated a litany of conventional measures to increase productivity, a properly-accepted treatment for profitability inside face of reduced volume. These included better capacity utilization, a marketable product mix, computer investments, improved inventory management tweaking low administrative costs, a few. These are rational and necessary and since prescriptions for survival are virtually unquestioned. Nevertheless, as Dr. Webb noted, they can be seldom followed. Is the absence of implementation or perhaps the sluggishness of response towards the dramatic challenges the results of emotion overruling reason? The answer may lie from the idea that while conditions inside a mature industry clearly require aggressive and innovative responses on the types listed by Dr. Webb, the remedies which are indicated can never be enthusiastically endorsed by anyone who actually should carry them out. This will be the human component that could possibly be impermeable to data, warnings or podium pronouncements. A review on the business factors that Dr. Webb listed inside sections called Get the ____ away from here! offer some insight. The blank space as admonition just isn't an epithet. Rather it's what some might consider draconian measures which can be clearly required but which few business leaders would embrace. They include: Getting Fixed costs out. Fixed costs often mean jobs or long-term relationships. If there are any doubt that efforts are being aggressively reduced, a list specifically included getting employees out and, if that had been uncertain enough it added insulated employees. As may be documented, probably the most insulated employees can be ab muscles managers faced with getting other employees out. Another version in this same mandate within the list was to acquire the entrenched bureaucracy out. Few managers can take for this task excitedly. The entrenched bureaucracy results in very long time friends, family and business colleagues. Other terms for instance inefficiencies and underutilized equipment also ultimately translate to downsizing within a form or any other. Not around the list are measures to cultivate out from the crisis. It is recognized that while this sort of strategy might feel much better, it truly is impractical for most. Growth in mature markets comes with the tariff of other players, or expanding product lines. All competitors also are seeking to adopt the other person's business, making the achievements of this type of growth strategy unlikely, unless an essential competitor runs out in the business from the competitive environment. And new services are equally unlikely because bringing them on adds initially to cost with a time when costs have to be reduced – thus further improving the requirement for draconian measures to cut back other costs to thrive. The unpalatable and difficult measures was required to succeed in this particular mature market may take into account why they're often known as doom and gloom. This characterization isn't going to negate their validity but does confirm that may be impractical can be expected rapid or enthusiastic acceptance. Some rare few companies will require within the challenge, have the cuts, enact new measures and take strong measures to switch company culture. They adopt new ways and embrace change. But what on the others? Is there another solution path for the kids? Actually, there may be. In practice, a lot of companies will avoid downsizing as long as it can be. They lets equity to dwindle to be able to maintain full employment. 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