Selling on Service, Not Price Selling on Service, Not Price

Transcription

REPRO REPORT
Selling on Service,
Not Price
Marketing on a
Shoestring
Retaining Key
Employees
Volume 24
November/December
2005
REPRO REPORT
Vol. 24 • No. 6 • 2005
Features
12
The bimonthly news magazine of the
International Reprographic
Association
401 N. Michigan Avenue, Suite 2200
Chicago, IL 60611
Tel: 312/245-1026; Fax: 312/527-6705
http://www.irga.com
Selling on Service Rather
Than Price
By Ed Avis
Some repro firms have beaten the competition
without slashing prices. Here are three shops that
emphasize quality, relationships, technology and
customer care.
Amy Carlton: Managing Editor
William Wargo: Design/Production
Editorial Committee
Reg Garner
Triangle Reprographics
Orlando, FL
16
Marketing on a Shoestring
20
Filling the Void
28
Top 10 Trends in Technical
Document Workflow
Management
Charles A. Gremillion, III
A&E – The Graphics Complex
Houston, TX
Bill Schaberg
American Reprographics Company
Fairfield, CT
Brett Scully
eBlueprint
Cleveland, OH
Navina Waterman
ReproScene
Myrtle Point, OR
Gary Wilbur
R.S. Knapp/Napco
West Lyndhurst, NJ
By Navina Waterman
Successful marketing is more than advertising—
it’s reaching your customers on an emotional
level. And it can cost less than you think.
By Scott Cullen
The best way to deal with the turnover of
key employees is not to let them get away in
the first place.
IRgA Board of Directors
Michael Shaw, President
Central Blueprint Corp.
Great Neck, NY
Michael Carter, Vice President
Lynn Imaging
Lexington, KY
Charles A. Gremillion, III
Immediate Past President
A&E – The Graphics Complex
Houston, TX
Bryan Thomas, Secretary/Treasurer
Thomas Reprographics, Inc.
Richardson, TX
Dan Stephens, Director-at-Large
Georgia Blueprint Co., LLC
Atlanta, GA
Participate in IRgA’s Operating Ratio Study
See page 8 for details
John Cronin
PLP Digital Systems
Alexandria, VA
Mike Cully
AIR Graphics
North Quincy, MA
Chuck Hayes
OCB Reprographics
Irvine, CA
Betsy Kahn
Copycat Print Shop Inc.
Wilmington, NC
Woodie Rush
Plan Express
Memphis, TN
Sherman Sawtelle
KIP America, Inc.
Novi, MI
Gary Wilbur
R.S. Knapp/Napco
West Lyndhurst, NJ
In This Issue
6
8
10
23
24
President’s Perspective
Association Highlights
In the News
Print IT
Insurance Primer
25
26
30
33
34
Repronomics
Business Book Review
Product Innovations
Classified Ads
End of the Roll
Steve Bova, CAE, Executive Director
IRgA
Chicago, IL
© 2005 The International Reprographic Association
Write US
Send mail to: The Editor
REPRO REPORT
401 N. Michigan Ave., Suite 2200
Chicago, IL 60611, or to info@irga.com
Any statement of fact or opinion is the responsibility of the author alone and does not imply an opinion of the board of directors,
staff, or members of the International Reprographic Association (IRgA). Subscriptions are free to IRgA member contacts; additional
subscriptions are available at the cost of $30/year for members and $150/year for non-members (international subscribers; please add
$20 per subscription). No part of this publication may be reprinted without the written permission of the editor. Send reprint and subscription inquiries c/o the IRgA.
PRESIDENT’SPERSPECTIVE
Who Are We?
S
Michael Shaw
President
2005-2006
ervice has been and continues to
be the most important element
we provide as reprographers. Why,
it’s even in the name we sometimes use
in describing ourselves, when all else
fails, that of reprographic service bureau.
Why is this? Could it be that we have
been providing services all along but
instead allow the trivialization of our
skills and professionalism? Are we
nothing more than printers? I hope
not. This “service-centric” ability is
what distinguishes this industry, and
those who would claim to be part of
it, from what I call “wannabes.”
If all we are to our
customers are “printers,” then
can anyone with a printer
provide for our customers’
needs? I think not!
At every implementation of new
technology (much through our
own efforts), we have continued to
increase the service-centric offering
to our customer and further separate
and differentiate ourselves from our
competitors.
However, in many cases, we choose
to ignore these services and instead
highlight a “product” as a standalone
benefit. Not only is this leaving our
customers with less than a total
experience—and selling ourselves
short—but in my view it continues
to lower the barriers for others to
enter and compete in our marketplace.
If all we are to our customers are
“printers,” then can anyone with a
printer provide for our customers’
6
IRgA.com • November/December 2005
needs? I think not! Take an audit of
all the equipment, software and
support personnel that go into making
a “print.” How much of the audit
results do you communicate with your
customers? Dare I ask how many are
listed as line items on an invoice?
The Reprographic
Experience
How many times a day do we, as
customers, get a chance to have a
customer experience? Don’t we
support those that are positive, while
dismissing those less than desirable?
Don’t we in turn provide a reprographic
experience to our customers? If all we
do is make prints (product-centric),
then why do we go to such lengths to
facilitate the data being available to
our print engines? It’s because the
more easily a customer can submit
their work, the better the chance of
a positive experience and, in turn,
additional and repeat work. Furthermore,
we all know a happy customer will tell
his or her story to only a handful of
people, but an unfulfilled customer will
tell many a handful and more.
The time is upon us to stand up and
differentiate ourselves from those who
would claim to have our skill sets and
professionalism while only offering a
product-centric model. The task is
large but not unachievable. This task
is now being undertaken by your IRgA
as a comprehensive branding initiative.
It is an unprecedented mission to
conduct qualitative and quantitative
research among the IRgA’s members
end customers.
Focusing on the AEC community,
the IRgA’s independent consultants
will gain qualitative information
through several in-depth telephone
conversations with members of the
AEC community. The information
gained from these calls will be used
to finalize a quantitative survey
questionnaire to the AEC community.
Key deliverables of this project are to:
• Identify and prioritize key audiences
• Build awareness and perception of
reprographers
• Communicate customers’
expectations of reprographers
• Determine the core products
embedded in service offerings of the
reprographic service bureau
• Validate challenges and trends
within the industry
• Create competitive services for the
reprographics industry.
The survey is expected to be
completed by year-end, with initial
data becoming available by the end of
the first quarter of 2006. The results
will identify customer(s) opinions, but
will analyze the differences between
audience segments which will allow
our targeted strategies.
This industry which many of us have
called home for countless years needs
all of our ongoing support, whether on
the regional, national or international
level. The results of the research will
help guide the development of the
brand positioning of IRgA to its core
end customers. Our goal is to have
a complete branding strategy to be
unveiled in May at the 2006 Annual
Convention and Trade Show, May
10-12, at the Gaylord Palms Resort
& Convention Center in Orlando,
Florida. ●
Michael Shaw is president of Central Blue
Print in Great Neck, N.Y. He may be reached
at 516/482-1340 or mshaw@cdr.net.
ASSOCIATIONHIGHLIGHTS
Participate in the IRgA’s
Upcoming Operating Ratio Study
By Michael Shaw, President 2005-2006
How are the “profit leaders” in the
reprographics industry able to
produce profits three times higher
than the “profit laggards?”
What specific sales category do the
“profit leaders” in the industry
seem to avoid, and what sales areas
do they like the most when it
comes to profitability?
What is the biggest growth area in
terms of sales among both “profit
leaders” and “profit laggards” in the
reprographics industry?
Would you like to know the
answers to these as well as many
other key financial questions about
our industry? Well, so would the
officers and board members of
IRgA, and that is why we have
authorized the association to
conduct its second Industry
Operating Ratio Study.
When this study was published for
the first time in 2003, it was hailed
as a breakthrough study for the
industry, revealing the vast
differences in both expense and
profits among the leaders and
laggards in our industry. It’s time to
survey the industry again and we
are asking for your help.
Distribution Set for
February 2006
The 2006-07 IRgA Operating
Ratio Study is scheduled for
publication in late spring of 2006,
but before we can publish this
valuable study we need your full
participation and support. The
study will be based upon the
answers we receive from the
Operating Ratio Survey that will
be mailed out to all IRgA members
during the first week of February
2006. The study will be mailed to
both members and non-members
alike and we encourage everyone to
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participate regardless of their
membership status.
There is no more important goal
for this association than to help our
members grow and prosper, and
one of the best ways we can do that
is by providing you with accurate,
up-to-the-minute financial ratios
that define our industry. The
greater the level of survey
participation, the greater the value
that this data will provide to IRgA
members.
As we did in 2003, every company
that participates in this study will
receive a free printed copy of the
final study. Shortly after we
published our first Operating Ratio
Study, many members approached
IRgA leaders like Mike Tackett and
Bryan Thomas saying they
regretted not participating in the
survey but promised they would
the next time around. Well, that
time has come and I am personally
counting on as many members as
possible to make this survey a top
priority in their company early
this spring.
If you’re too busy to complete the
survey yourself when it arrives,
then assign it a top priority and
give it to your in-house
bookkeeper or your outside CPA
firm and ask them to complete it
and return it by the published
deadline. The survey consists of
approximately 75 questions, most
of which are based on your recent
year-end financial statements. The
survey should take no more than
30 minutes to complete, and I
guarantee you that by participating,
your firm will benefit from the
information ultimately provided in
the final study. ●
What Are “Operating
Ratios”?
Your profits are down, and you suspect
it’s due to your payroll expenses, but
you’re not sure what it should be for a
firm your size with your product mix.
That is the exactly the type of question
that can be answered with an Operating
Ratio Study, explains John Stewart,
president of Q. P. Consulting, Inc. and
co-publisher of the IRgA Operating
Ratio Studies.
Operating ratios are nothing more
than percentages that express key
expense categories such as cost of
goods, labor and overhead expenses as
a percent of sales.
“If an owner needs to know what cost of
goods or payroll expenses run in terms of
percentages among the most profitable
firms in the industry, all he or she has to
do is to look that data up in the
Operating Ratio Study. You don’t have
to be a brain surgeon or a CPA to learn
how to use these studies,” Stewart says.
The specific categories used to
breakdown sales, cost of goods,
overhead expenses and salaries are
based upon a “chart of accounts”
adopted by IRgA in early 2003, and
incorporated into its first-ever
Operating Ratio Study.
Many of the top firms in the reprographics
industry run their operations based
upon the “profit leader” ratios revealed
in the IRgA study. These top firms
realize that for them to produce profits
of 22% and greater, they must keep key
expense categories within very narrowly
defined margins if they hope to
maintain their profitability.
In addition to various analyses based
upon profitability, the IRgA Operating
Ratio Study also provides financial ratio
comparisons based upon number of
locations, sales volume and geographic
location. Balance sheet data as well as
key ratios that analyze Sales Per Sales
Representative, Facilities Management
Sales, Sales Per Employee, Profits Per
Employee and Current Ratios, are also
key ratios included in these studies. ●
IN THE NEWS
Avery Choice
Awards
Competition
The first Avery Graphics Choice
Awards competition is looking for
shops that created outstanding work
with Avery media in 2005. Entries
will be judged on originality,
creativity, quality of graphics and
novelty of design.
information and a downloadable
application form, visit Avery Graphics
at www.averygraphics.com.
15th Annual
Canon Enters
Bukovsky Award—
Production Color
Call for Nominations Market
In 2006 the IRgA celebrates the 15th
anniversary of the Bukovsky Award.
• Technical Achievement
The Bukovsky Award honors the
memory of George K. Bukovsky, who
worked in the reprographics industry
for more than 30 years. During his
career, he served as a champion for the
IRgA and actively promoted the
industry. More importantly, he served
as a friend and advisor to countless
IRgA members. His enthusiasm and
spirit were an inspiration to all those
with whom he worked. George
Bukovsky passed away in 1990, at
which time the Bukovsky Award was
established to honor his great
contributions by awarding others who
have similarly made a lasting impact
on the reprographics industry.
All entries must be received by
January 31, 2006; winners will be
announced March 1, 2006. For more
All IRgA members are encouraged to
visit www.irga.com to download a
form and nominate someone who has
The competition will be judged by an
independent panel. The Grand Prize
for the Best Overall Entry includes a
$5,000 travel voucher and free
publicity in local media. In addition,
one Gold Prize ($500 cash) and one
Silver Prize ($250 cash) will be
awarded in each of the following
application categories:
• Vehicle Graphics
• Exterior Signs
• Interior Signs
• Labels
made a lasting contribution to the
industry. Nominations are due by
January 31, 2006.
Canon U.S.A., Inc., has launched
imagePRESS, a new digital color
printing technology brand that marks
the company’s debut in the high-end,
high-quality production color market.
“Just as Canon pioneered the first
digital color copier and digital color
solutions for the enterprise market, we
expect imagePRESS will transform the
production marketplace, allowing
commercial and quick printers, as well
as in-plant and central reprographic
department customers to grow their
client base, volume and profits,” says
Tod Pike, senior vice president,
Imaging Systems Group.
The first imagePRESS products are
expected to be available for customer
delivery the second half of 2006.
QUICK VIEW
Companies
in the News:
American
Reprographics
Company
Avery Dennison
Canon USA
Drytac
FastSigns
Grant Thornton LLP
Graphtec America
HP
Imagistics
International Inc.
Jiffy Reprographics
MacDermid
ColorSpan Inc.
Nashua
Corporation
Océ
News Bits
ARC Buys Queen City
American Reprographics Company
has added to its nearly 200 locations
across the U.S. with the acquisition of
Queen City Reprographics.
Cincinnati-based Queen City
Reprographics was founded in 1908.
The company’s annual revenue in 2004
was approximately $14.0 million. Terms
of the transaction were not disclosed.
“Queen City is a strategic acquisition
for the company. We view its
leadership position in the region as an
excellent platform from which to
extend our presence into new markets,
including southern Ohio, northern
Kentucky and the Indianapolis
Oracal
Onyx Graphics
metropolitan area,” says ARC’s
Chairman and CEO S. “Mohan”
Chandramohan.
Print Award for Jiffy
Reprographics
Jiffy Reprographics, Inc. of Clearwater,
Florida, received the Award of Excellence
and Best of Category at the 2005
Printing Association of Florida’s
Florida Print Awards, the state’s largest
and most prestigious competition.
“We’re very proud of our design and
production staff including Lyle Fisher.
This award is a tribute to our
commitment to excellence in printing
and large format digital color” said
Jiffy President Bob Roperti.
For more information, visit
www.jiffyreprographics.com.
Western Graphtec Becomes
Graphtec America
Western Graphtec, Inc., has changed its
name to Graphtec America, Inc.,
effective October 1, 2005.
Paradigm Imaging
PLP Digital
Systems
Queen City
Reprographics
Scitex Vision
The name change is an effort to show
the company’s commitment to North,
Central and South American markets
and their customers. The management
team, product offerings and support
remain unchanged, as does all the
company’s contact information.
For more details, visit
www.graphtecusa.com. ●
9
IN THE NEWS
Océ Acquires Imagistics,
Allies with ColorSpan
Drytac Moves to
Larger Quarters
Océ N.V. has acquired all the outstanding shares of Imagistics International Inc.,
a direct sales and services provider of document imaging solutions, serving the
US, U.K. and Canada and headquartered in Trumbull, Connecticut.
Drytac Canada Inc. recently opened
its larger warehouse, customer service
and training facility in Toronto. The
new offices provide additional
warehouse space and a showroom for
Drytac’s line of banner stands and
portable displays. In addition, the
offices are equipped with a state-ofthe-art training center that will
provide hands-on technical resources
for operators seeking practical
instruction in mounting and
finishing skills.
According to Rokus van Iperen, chairman of the board of executive directors of
Océ, “This acquisition accomplishes Océ’s strategic goal to expand and
strengthen distribution power, in particular in the US market. We believe that
culturally and strategically Océ and Imagistics are an excellent fit. Both
companies have a solid financial position, and both serve complementary
segments of the printing and document management markets.”
In related news, Océ Technologies, B.V., has entered into a strategic alliance with
MacDermid ColorSpan Inc. to sell specific ColorSpan wide-format inkjet printers
worldwide. These products will carry the Océ brand, and will be fully supported
by Océ’s service and support organization. Specific products will be announced at
a later date.
“Océ’s commitment is to bring a full range of solutions to the large format digital
printing marketplace with Océ-developed technology as well as with carefully
selected OEM partners,” says Wilbert Verheyen, president of Océ Display
Graphics Systems, Inc. “Part of that commitment is to source best-in-class OEM
products that are a good fit, and MacDermid ColorSpan offers products that we
are pleased to include in our portfolio. Our desire is to build strong working
relationships with market-leading companies, in order to offer value-added
solutions that meet market needs.”
Survey: Consolidation, Margins
to Increase for 2006
According to a national printing industry survey, 70 percent of respondents
expect to see significant merger, acquisition and restructuring activity in 2006.
However, the industry expects 2006 to be a good year, with 55 percent of
respondents saying that they expect their margins to increase.
The finding in the Printing Industry Outlook Survey, conducted by Grant
Thornton LLP in conjunction with the Printing Industries of America/Graphic
Arts Technical Foundation, illustrates a printing industry trend toward
consolidation and regionalization.
“The industry’s margins have decreased in some markets because of the
overabundance of supply and competition,” says Alex Laskowski, a Grant
Thornton tax partner and the firm’s Printing Industry Leader. “In addition,
printers are always looking at ways to increase services to customers and lowering
the cost of transportation. With advancements in technology and logistics
impacting customer’s demands, printers cannot afford to stay with the status quo.”
Fully half of respondents expect employment at their companies to increase in
2006. “This indicates that many in the industry believe the economy will
continue to remain strong,” says Laskowski. “In addition, since the printing
community is normally one of the first industries to be affected in a downturn,
many of those surveyed do not see a downturn in the near term.”
Grant Thornton LLP and the Printing Industry of America conducted the
Printing Industry Outlook Survey from March through May 2005 to gain a
better understanding of the state of the printing industry and its future. For
more information, visit www.grantthornton.net.
10
The new office is located at 220
Caldari Road, Concord, Ontario,
L4K 4L1. Phone: 800-353-2883, fax:
877-437-9822.
HP Buys
Scitex Vision
HP has acquired the assets of Scitex
Vision for $230 million from Scitex
Corporation Ltd. Scitex Corporation
will license its rights to the “Scitex”
tradename to HP and Scitex Corporation will change its corporate name.
“The purchase of this business from
Scitex Vision will further accelerate
HP’s push into the rapidly growing
digital-printing market,” says Enrique
Lores, vice president and general
manager, large format business, HP.
“Wide-format signage is one of the
fastest growing opportunities in the
market. Currently, 17% of printing in
this area is done digitally and we
expect that to double within the
next five years. Scitex Vision is one
of the leading companies in this
space, with a strong customer base,
unique products and technologies
and an outstanding customer support
organization.”
Headquartered in Netanya, Israel,
Scitex Vision has principal
subsidiaries in the US, Belgium,
China, Mexico, and South Africa.
IN THE NEWS
FastSigns Shops Add More
Large-Format Digital Printers
A growing number of the more than 400
U.S. FastSigns sign and graphics shops
are installing UV-curable flatbed digital
inkjet printers, while other established
locations have installed large-format
solvent or eco-solvent printers.
“Digital printing technology has evolved
to where flatbed printers are now priced
within the reach of sign and graphics
centers,” said Susan Last, senior vice
president of franchise services for
FastSigns International, Inc. “Many of
our established centers are now investing
in a flatbed printer to complement the
newer wide-format solvent and ecosolvent printers.”
The company requires all of its franchisees
to open with either a solvent or ecosolvent printer from Mimaki or Seiko
or with a MacDermid DisplayMaker
flatbed printer.
“Technology is the underpinning of
our business, and we take it seriously,”
said Last.
PLP Moves from AZ to DC
PLP Digital Systems, Inc., has moved its
headquarters from Scottsdale, Arizona,
to the Washington D.C. metropolitan area.
The new headquarters is located in the
Northern Virginia Technology Corridor,
one of the world’s foremost technology centers.
“This new headquarters will accommodate
our company’s growth and expansion,”
noted John Cronin, CEO. “We are now
centered in a cosmopolitan area with a
highly skilled workforce and a wide array of
technology partners.”
PLP made its home in Scottsdale for sixteen
years, but has been building a management
team in the Washington D.C. area for the
past three years. All sales, marketing, accounting and engineering will be run out
of the D.C. office, but the company will retain a technology and support center
in Scottsdale for its second line product support and hardware engineering.
PLP Building
Nashua Trades on NASDAQ
On September 13, Nashua
Corporation moved the listing of its
common stock from the New York
Stock Exchange to The NASDAQ
Stock Market. The stock will trade
under the symbol “NSHA.”
Nashua’s chairman, president and chief
executive officer. “We believe that
NASDAQ’s electronic multiple market
maker structure will provide our
company with enhanced exposure to
U.S. and international investors.”
“We are delighted to be associated
with The NASDAQ Stock
Market, which, like Nashua, prides
itself on innovation and the quality of
its operations,” said Andrew Albert,
Additional information about Nashua
Corporation can be found at
www.nashua.com.
Onyx, Scitex Sign
OEM Agreement
Onyx Graphics has signed a multiyear
agreement with Scitex Vision to provide
integrated solutions for wide-format and
superwide-format printing. This
agreement includes software
development, support and service that
are designed to reduce workflow
bottlenecks and increase productivity
for Scitex Vision’s customers.
The agreement includes additional
software enhancements specific to
Scitex Vision printers, provided by
Onyx Graphics; joint development of
production workflow models and speed
for future software releases; an internal
process for escalating Scitex Vision
customer issues; software update
procedures; and hands-on software
training for Scitex Vision sales, support
and development personnel.
Products supported under this
agreement include all of Scitex Vision’s
superwide- and wide-format printers.
Paradigm, Canon
Sign Distribution
Agreement
Paradigm Imaging Group has signed
a distribution agreement with Canon
U.S.A. to market Canon’s complete
line of large format printers,
including the new imagePROGRAF
W6400 and W8400 pigment ink
large-format printers.
Paradigm President Randy Geesman
says, “Our new relationship with
Canon represents a significant
opportunity for us to further expand
our large-format product offering.
We plan to distribute Canon printers
through our channel of authorized
resellers as both a stand-alone
printing solution or integrated with
our Rocket Scanner controller,
Graphtec and Colortrac scanners for
scan-to-print applications.”
11
SELLING ON
RATHER
THAN PRICE
By Ed Avis
SOME REPRO FIRMS HAVE BEATEN THE
COMPETITION WITHOUT SLASHING PRICES. HERE ARE
THREE SHOPS THAT EMPHASIZE QUALITY, RELATIONSHIPS,
TECHNOLOGY AND CUSTOMER CARE.
N
evada Blue is not the lowest-priced
reprographics shop in Reno. Judy Brooks,
who owns the company with her husband
Jerry, knows that. But the Brooks’ aren’t
slashing prices to keep up with competitors,
because they would rather be known as tops in another
area: service.
“We took the attitude that there are prices we wanted to
maintain, and if the customer just wants the lowest price,
maybe they’ll have to go somewhere else,” Judy Brooks says.
“We don’t base our price on what the other guy can do it for.”
Reprographics shops have been fighting price wars for
decades. It’s often impossible for the customer to tell a
3-cent-per-square-foot print from an 8-cent-per-square-foot
print, so many reprographics firms have found it difficult
to compete in any way other than price.
But some firms, like Nevada Blue, have succeeded in
competing without being the lowest-priced shop. They do
it by providing great quality, powerful client relationships,
enhanced document management capabilities, around-theclock support and tender loving customer care.
Below are three case studies in selling on service: Nevada
Blue in Reno, Thomas Reprographics in Dallas, and A-Plus
Digital Reprographics in Nashville.
NEVADA BLUE: HAPPY SPRING
At Nevada Blue, as in other firms selling on service, being
tops in technology is essential. Nevada Blue is Reno’s
member of ReproMAX, an integrated network of high-tech
reprographics firms that can be utilized to print jobs quickly
in distant geographic locations, among other benefits.
Another way Nevada Blue distinguishes itself from the
price-cutters is to make sure a job is done right the first
time. And if it’s not, to make good quickly.
“We take the extra step to make it right,” Brooks says.
“You have to make sure to make it right with whoever was
delayed because of the mistake … If it was a poor little
draftsman who was held up because of a mistake, you go
directly to him and talk to him.”
This sincerity is an essential part of the firm’s success,
Brooks says. It doesn’t just show when there’s a problem,
either. When a customer asks a question, raises a complaint,
or just wants to discuss an upcoming job, the staff at
Nevada Blue are trained to give straight, honest answers.
That attitude—that customers must be treated with great
respect—is part of the Nevada Blue culture. “It’s really
important that that philosophy goes all the way down
through the employees,” Brooks says.
Great service only helps your business if people know about
it, however. One way Nevada Blue spreads the word about
its fine customer service is through flyers in its statements.
For example, Brooks says, a statement stuffer may read,
“Happy Spring to our clients, from Nevada Blue, where you
can always expect the best service and turnaround.”
“That’s just a little reminder about our service
commitment,” Brooks says.
THOMAS REPROGRAPHICS:
ONE-STOP SHOPPING
“Over the next couple of years I am determined to make
price a nonfactor in the selling process,” says Kent Long,
Dallas district manager for Thomas Reprographics. “The
only way I can do that is by focusing on service.”
Long says Thomas Repro, which has 12 locations in Dallas
and a total of 30 locations nationwide, competes against
price-cutting competitors by building solid relationships
with customers. Thomas Repro sales reps are well educated
on the company’s capabilities and spend a lot of time
courting customers.
“The outside sales staff builds the relationship—they’re the face
of the store,” Long says. “I preach that every day. In my sales
meetings I tell the salespeople, ‘You have at your disposal the
number one most important tool you could ever have that takes
price out of the equation.’ The answer is themselves.”
“We can give you ‘corner drugstore’ service
anywhere in Dallas. You know who you’re
going to talk to when you call.”
— Kent Long, Thomas Reprographics
The salespeople get to know the customers, and strive to match
their projects with Thomas’ capabilities. “We have a handful
of incredibly successful sales reps here in Dallas—they’re
successful because they build those relationships,” Long says.
The service only begins with the salesperson, however. Once
the customer is part of the Thomas Reprographics family, he
can expect top service throughout the experience. For
example, though Thomas is a large company, the fact that it
has 12 locations scattered about Dallas means it still has a
“small-company” feel.
continued on page 14
13
“We can give you ‘corner drugstore’ service anywhere in
Dallas,” Long says. “You know who you’re going to talk
to when you call.” And speaking of calls, the phones at
Thomas are answered around the clock, so even the latenight designer can get a question answered.
But if a client requires the power of a large firm, Thomas
can deliver. It can print virtually any job, color or
monochrome, and do it quickly. And its “superstore”
facility includes nighttime and weekend hours, so
customers don’t need to wait for Monday morning if a
job needs to be done sooner. “Thomas Repro is truly a
one-stop shop,” Long says. “Locally, no one else even
comes close.”
A-PLUS DIGITAL REPROGRAPHICS—
DOCUMENT MANAGERS
When a client comes to A-Plus Digital Reprographics in
Nashville, Tenn., it’s often for more than just a few
copies of plans for a new building. Sometimes they need
documents archived, or bid sets prepared and sent out,
or jobs printed in other cities. It can all get done at APlus, even though it may be a tad more expensive than if
the client went to the cheapest blueprinter in town.
“We try to position ourselves as document managers rather
than just printers,” says owner George Neutzler. “We’re
cradle-to-grave—printing, archiving, sending sets, etc.”
Sometimes, though, the greatest service in the world
can’t compete against low price. Government bids, for
example, routinely go exclusively to the low bidder.
Neutzler has been in the printing business for 30 years,
and he’s owned his own reprographics shop for the past
decade. He’s tried to sell his business on service since
buying his own shop.
“I try to win four out of 10 bids,” Long says. “There are
some bids I don’t bother bidding…You can usually look
at something pretty quickly and see you’re not going to
get it.” Long says Thomas’ prices are generally 20% to
25% higher than his price-cutting competitors, so there’s
no point in fighting a price-only war.
“A lot of people look at printing as a commodity, and we
try to differentiate ourselves,” he says. “There are several
repro firms in Nashville, and there is one that comes up
(as a competitor) more often than most. When they do,
we’ll explain how we’re better than them.”
But losing those jobs is a small price to pay to be known
as the king of service. “I’ve been at Thomas 12 years,
and I’ve heard many stories about the fact that we’ve
never sold ourselves on price,” Long says. “We’ve never
been a price-driven organization.”
One key way Neutzler sells clients on his service is
through references. “We talk to them about references
from our customers, and invite them to call any of these
customers,” he says. “We’ll try to get them to go to our
Web site were we have unsolicited testimonials from our
customers.” Neutzler gets permission from his happy
customers before he posts the testimonials.
If a type of job comes up that A-Plus hasn’t done for any
of the customers on its current list of references, Neutzler
will call a customer for whom they have done that kind
of work and get permission to use them as a reference.
“We’ve asked them, ‘If they call you, is it OK?’” he says.
“We also have a list of large jobs that we’ve done, so
they see we’re not rookies in this field,” Neutzler adds.
With his firm’s experience and superior technology,
Neutzler gets a majority of the jobs he competes for. “If I
had to guess, percentage-wise, when we have a
presentation so they get to know us, and we’re close on
price—say within 30%—I guess the low bid gets it about
30% of the time.”
All three companies profiled here stress that doing
quality work is the first priority. Get the job done right,
on time and at a fair price. What sets these shops apart
from their price-cutting competitors is that they realize
that a “fair” price is not necessarily the lowest price, and
that customers will often pay a bit more for better service.
“We all have competitors who try to sell for less,” Brooks
says. “We have to do the extra things…whatever it takes
to make the customers look good.” ●
Ed Avis is a freelance writer in Oak Park, Ill.
14
Marketing on a Shoestring
Successful marketing is more than advertising—it’s
reaching your customers on an emotional level.
And it can cost less than you think.
M
any smaller repro companies hear the word
“marketing” and run for the door.
Marketing equals big expenditure, right?
Wrong! You can get your message out in
many ways that cost you almost nothing.
What does marketing mean anyway? It is not only getting
customers, but also what happens afterward. Jay Levinson,
the author of a number of books on guerilla marketing,
defines marketing as “the painfully slow process by which
you move people from their place on your customer list,
gently taking a grasp of the inside of their minds and never
letting go.”
Remember that every contact you or any of your employees
have with customers or potential employees is a marketing
opportunity. If you treat them like gold, they will remember
you. If you treat them like dirt, they will not only
remember, but tell a bunch of their friends as well.
In order to market successfully to your customers, you need
to get inside their heads—find out what motivates them to
buy from you. Getting them to tell you can be tricky
because people are inclined to tell you what they think you
want to hear rather than what they actually think. Some
ways you might get them to open up: Sponsor a simple
contest, randomly phone with a few specific questions, take
them to lunch. You must ask meaningful questions in order
to get meaningful answers. This may take some
brainstorming among your managers or staff.
Start with a Plan
As with many things in life and business, the best way to
successfully market is to first create a marketing plan with
specific goals and timeframes in which to accomplish them.
The plan can be very simple—don’t get stuck doing
nothing just because you never get around to making a
plan! If you’re not sure where to begin, there are lots of
resources on the Web, such as
www.marketingprofs.com/tutorials/frey1.asp.
Forrest Kenley, Sr., of AE Printing & Graphics in
Charlotte, N.C., found a unique way to put together a
marketing plan. He was contacted by a local business school
and asked if two marketing students could put together a
complete plan for him for free. The downside is that they
won’t have much real business experience, but on the
positive side, Kenley will get the benefit of young, creative
thinking…and the price is right! You may be able to take
similar advantage by contacting a local school or university.
Low-cost, High-impact Ideas
Now to the fun part! Here are some of the relatively low
cost/high reward ideas other reprographers have found to be
successful marketing:
FXWB Reprographics, in Vernon Hills, Ill., is using USB
flash drives as a unique giveaway. They bought in bulk and
are pre-loading them with information on FXWB services,
but the customer will be able to use them however they
see fit…and hopefully continue to see the FXWB logo as
a reminder.
Lynn Imaging in Lexington, Ky., provides something very
popular in basketball country. They print the University’s
basketball schedule on a calendar with the Lynn Imaging
ad prominently displayed.
If you can provide something a little unique or unusual,
you are more apt to be remembered. Bob Margolis of Crest
Graphics in Farmington, Conn., had good luck with a
poster focusing on “pain relief” accompanied by a sample
packet of aspirin.
Other inexpensive and successful strategies repro companies
have used:
• Get involved with a local design school. Provide free
equipment, free tours, or attend fundraisers. Dealing with
students is not always easy, but today’s students are
tomorrow’s customers
• Make sure your Web site is kept up to date with useful
information, such as FAQs and technical information
• Maintain an e-mail list and send targeted e-mails for
products, services and events. It does take some time to
keep up a database, but reprographers who do so rave
about how useful and effective it is in communicating
with customers
• Provide space (if you have it in your facility) for industry
users groups’ meetings, such as AutoCAD, the American
Institute of Architects (AIA), Associated General
Contractors of America (AGC)—and provide
refreshments for their functions
• Have every manager and salesperson belong to a local
networking group, such as AIA, AGC, Builder’s
Exchange or the American Society of Interior
Decorators, and make sure they are active in it
• Sponsor Continuing Education Credit Events for licensed
design professionals.
• Make open houses memorable. One reprographer recently
mentioned to me that attendance at his open house went
way up when it was turned into a Happy Hour event with
a theme
• Use third-party references. Ask your customers for
references and quotes you can use. Who is using your
services can be just as important in selling as the services
themselves
17
• Provide free enlarged color reproductions of a high profile
project or article on a major account. Put it on an easel for
their lobby, and make sure it clearly says where it was made
• Provide portraits of partners or principals of large
accounts to those companies—on canvas framed in glass
and hand-presented at a function
• Create limited-time discount coupons good for services
your customers may not know about or be using. Make
the offer simple and easy to understand
• Use statement stuffers and/or attach flyers to returning
jobs
• Do exchanges with other businesses. Print flyers or
programs for them with an ad for your company
• Leverage partnerships with vendors or customers—
companies with bigger advertising budgets
• Create visual aids that are useful as well as ornamental
for your salespeople to leave behind on client visits
• Offer a 100% satisfaction guarantee and advertise it.
Create a certificate to go with your salespeople.
Remember that you are not simply advertising a product or
service but you are trying to get customers and potential
customers involved in your business on an emotional level.
If your shop is in a high traffic area, you may consider a
large sign with cute sayings or quotes (think Burma Shave,
if you’re old enough to remember those signs!). If you can
make the quotes related to your business services, all the
better. You could even make it into a contest and have
customers submit suggestions.
In fact, any way that you can get customers interacting with
your staff and your business beyond placing and fulfilling
orders, the more successful your marketing will be. Your
customers are your best advertisement. Find ways to use them!
Using the Media
Got a new building, new machines, new services or an
important new hire? Alert the media!
Well written press releases can bring you free attention from
local or national news organizations. A Wall Street Journal
editor once stated that about 90% of daily news comes from
self-promoting news releases, which journalists then pick up
and write about. The public trusts information more when
it comes from a third party instead of out of your own mouth.
Once you’ve written your press release, you can use a news
delivery service such as www.prnewswire.com, or decide on
your own list of media and business contacts. Online
directories which may be helpful: www.newslink.org and
www.tradepub.com.
The more you appear in the media, the more respect you
gain. Some potential ways to get into your regional media:
18
• Create informal polls—perhaps on how architects view
the local economy, or a similar topic—write it up with
details on who took the poll, where it was taken, etc.,
and give it to local media
• Sponsor an interesting contest
• Look up very old newspapers—find something humorous
or interesting and tie it in with what you do now
• Find a new and unusual way to use one of your products
or services
• Offer an unusual warranty or guarantee
• Use cutting-edge technology and find a twist to it that
could be found newsworthy
• Get an offbeat endorsement to reach a particular market
segment
• Write a letter to the editor—state your credentials and
make sure you say something intelligent!
• Publicize your company’s donations or discounts to
charities or educational entities.
Did you know you could create your own commemorative
Day or Week? For existing days that you might do
something interesting with, consult Chase’s Calendar of
Events, published annually by McGraw-Hill. Or create your
own “day,” then submit it for inclusion in Chase’s calendar.
You can choose something serious or something witty, like
Reprographers’ Day or Mounting and Laminating Week.
Another way to get free coverage: Write articles or white
papers and submit them to online information services.
Submit them to sites that serve your customers. To find
more general sites, do a Google search for “submit article”
plus a keyword. Some sites serve as archives, and your
article may be found there for years to come, so make sure
you say something smart!
Public speaking, something many shy away from, can be
great at getting you free exposure. If you are not so inclined,
perhaps a key employee might have talent in this regard.
Volunteer to speak at customer’s users groups on topics that
will be of interest, as well as get you some advertising time.
Work in some things about your business without making it
into an overt commercial.
In short, think of the things that make you happy as a
customer, and try to find ways to implement them in your
business. Make sure to involve your staff—you may find
creativity there that you would never have imagined.
Finally, remember that whatever else you do, you can never
say “thank you” too many times to your customers. ●
Navina Waterman managed a reprographic shop for several years in the
1980s, held various technology and marketing positions with ReproCAD
for 10 years and has been an independent reprographics consultant for
the past four years. She can be reached at navina@earthlink.net
FILLING THE VOID
The best way to deal with the turnover of
key employees is not to let them get away
in the first place.
By Scott Cullen
I
t’s inevitable. A key performer gets an offer they can’t
refuse and one that you prefer not to match.
Suddenly, you’re scrambling to find a replacement.
Should you have seen this coming and prepared in
advance? And now that you have an opening, how do
you go about filling that position? Or would the wiser
decision have been to simply match that offer and keep that
key performer on staff?
No doubt some employers are more than willing to let key
employees walk rather than meet their demands.
“The market of qualified applicants who are desperately
unemployed contribute to this employer mindset,” says
Kimberly Stanséll, a Los Angeles-based business consultant
and trainer, and former corporate personnel director.
“Employers say that it’s difficult to find and retain qualified
staff, but when someone wants more money, many
employers think about all the unemployed people who may
appreciate the opportunity. Often, when a quality employee
leaves, she or he isn’t leaving purely because of money. It’s
an accumulation of things—lack of appreciation, no
opportunity to grow and develop, lack of support from
management or too much stress and pressure.”
The Numbers Game
In the book Love ’em or Lose ’em: Getting Good People to
Stay, authors Beverly Kaye and Sharon Jordan-Evans say
that most employers don’t take the time to run the numbers
20
of what it costs to replace a departing employee, and if they
did, they’d be in for a shock.
They say don’t be fooled into thinking that key people can
be easily replaced by workers at lower salaries. “We hear this
argument often, especially during periods of high
unemployment when many good people are looking for
work,” say the authors. “Often though, the managers who
say this simply have not calculated the real cost of turnover.
Research shows that replacing key people costs between
70% and 200% of their annual salary.”
Similarly, the Brookings Institute, a Washington, D.C.based think tank, reports that the cost of replacing a
professional or managerial employee is 1.5 to 2 times their
annual salary while the cost of replacing an administrative
or production employee is 0.75 times their annual salary.
Replacement costs are high because there are so many
variables. Often the employer must pay off accrued vacation
time. Add to that the cost of the newspaper ad and the lost
productivity as a new employee learns the job. The latter
two numbers may be hard to pinpoint, but more often than
not, they’re a financial factor.
Other costs might encompass placement fees, signing
bonuses, relocation costs, perks and incentives. Then you’ve
got additional expenses that are difficult to measure. These
are the costs related to lost business, cancelled projects and
delayed project deliveries. Add to that the distraction for
management, who find themselves dealing with time-
consuming hiring issues rather than focusing on essential
business activities.
So maybe letting them walk out the door isn’t the best
decision.
Retention First
Focusing on retaining employees may be the more
economical option. In some businesses these efforts may
focus on one or two key employees, and in others, all
employees.
“Employee retention is an extraordinarily complex issue,”
says Marcia Zidle, M.S., N.C.C., who bills herself as the
Why They Leave
outstanding performer who left for better opportunities or
personal reasons may be worth a follow-up call, even a year
or so after.”
Exit interviews are also useful. The challenge though is
steering the employee, who doesn’t want to burn bridges,
away from clichéd answers and toward candid responses
about their reasons for leaving.
Understanding why employees leave can help prepare you
for the next departure or help you prevent them from
hitting the road. Those reasons may be related to the
company such as a merger, a restructuring, technology
changes, or a change in location. Or it may be personal
reasons, such as a problem with a supervisor or a poor
performance appraisal. When these
situations occur, think about who might
be affected and address those issues
when necessary.
The leading reasons why key people leave, according to a survey
conducted by the strategic management firm Kepner-Tregoe, include:
Don’t just talk to employees about why
they are leaving, step back and look at
your own retention efforts. Are you
• No challenges in work
• Lack of control over work
• Lack of growth and learning
• Poor two-way communication
• No recognition for performance
• Poor company/product image
• Non-competitive compensation.
“smart people’s coach” and who works with business owners
to resolve people management issues. “There is no one
magic bullet. What I have consistently found is that it’s not
the money. When someone leaves for better opportunities,
what has happened is that certain dissatisfactions caused
the person to put out feelers or to become curious about
recruiter calls, or to start surfing the job boards.”
The first step in retaining key employees involves taking
the time to understand why they are leaving or why they
are thinking about leaving. Some employment experts
recommend engaging employees in casual conversation to
find out what workplace issues concern them. Their
comments in these conversations and in meetings may yield
some valuable clues.
“Focus groups and quick pulse surveys are effective ways to
obtain real-time employee feedback to identify the push and
pull drivers of employee satisfaction and to uncover quick
hit retention hooks to turn the tide of turnover of targeted
employee groups and segments,” adds Zidle. After that she
says, examine the data for the key themes regarding the
reasons people stay and leave. “Do further research on
selected individuals or employee segments,” she notes. “The
person who left because their spouse got a fantastic job in a
different city may not be worth further exploration. But the
Computing the Cost
You will never really know what it costs to lose a talented employee if
the cost is never calculated. Thus, we recommend using the following
checklist to assess the cost of one of your key people who left for
another job. Use the blanks to add items that are relevant to your
organization or industry.
• Item Estimated Cost
• Newspaper ads
• Search firm
• Interviewing costs, i.e., travel, hotels, and meals
• Interviewing time spent by manager and team members
• Work put on hold until replacement was on board
• Overload on team, including overtime during recruitment and
training periods
• Orientation and training time for replacement
• Lost customers
• Lost contracts or business
• Lowered morale and productivity, i.e., time spent talking about it
around the water cooler
• Sign-on bonus and other perks
• Moving allowance
• Loss of other employees.
Source: Love ’em or Lose ’em: Getting Good People to Stay by Beverly Kaye and
Sharon Jordan-Evans
21
doing all you can to ensure that your key employees want to
stay with you, or are your policies and business culture
responsible for the turnover?
Why They Stay
Equally as important as to knowing why employees leave, is
why they stay. Those reasons can be useful when recruiting.
Think about why people want to work for your company
besides the paycheck. If the word on the street is that your
organization is a great place to work, your company is
probably inundated with quality candidates. Organizations
with this rep typically offer employees training and
development opportunities, a safe and healthy working
environment, positive employee-supervisor relationships,
reasonable job demands, competitive pay and benefits and
job security. These organizations also keep open lines of
communication about happenings within the organization.
“If the business is profiting, share that information with the
employees, and let them know how the profits are being
used and how that will benefit everyone,” notes Stanséll. “If
a company is doing poorly, share that information too. Let
employees know the plan for turning things around and
how they can contribute.”
She says that a simple plan to replace a key individual
would be to have, for each key position, a list of potential
candidates who could fit now, within a year, etc. “Included
for each person would be a development plan to ensure he
or she has the skills and experience to walk right into the
position,” she explains. But Zidle cautions, “The danger
with this type of a list is that it does not get updated
regularly and therefore is not reliable.”
Also make sure that your wages and benefits are
competitive with other similar businesses in your market
and your industry. “Have a clear compensation program in
place that explains how wages are determined and when
increases are given out,” Stanséll adds. “Get data from
chamber of commerce, employment development
departments, industry associations. You may be paying
more than others in your industry and you and your
employees may not know it.”
She also recommends creating a supportive environment.
“Quality of life is so important to people these days and
many people are not interested in being involved with work
that is not meaningful,” she opines. “Treat your employees
with respect and dignity at all times and make sure your
supervisors and managers are accountable for doing the same.”
Besides offering a competitive salary, consider such perks as
flex time, educational reimbursement, group lunches,
carpool incentives, personal emergency days or discounts on
movie passes or entertainment attractions. “Survey
employees to find out what they want,” suggests Stanséll.
Search and Replace
Also beware of underpaying. “Low wages with no benefits
are a magnet for undesirables,” opines Stansell.
Still departures are inevitable and it makes good business
sense to approach staffing thoughtfully. Employment experts
recommend employers take the time to plan before recruiting
and selecting new employees while also focusing on the
ongoing commitment to the employment needs of current staff.
If you don’t have a plan in place, you’re not alone. “Most
businesses are in a fighting-daily-fires mode and overlook the
need to retain quality staff; that’s a tomorrow issue, not a
today one,” says Zidle. She does acknowledge that some
companies have a process of succession planning, albeit
mostly for top management positions. But a business can have
a valued employee who is not in management, but is essential,
such as someone who can trouble-shoot the computer system.
“Don’t just take the job description out of the drawer and
put an ad in the paper or on the Internet hoping to get as
good or better employee,” says Zidle. “The first thing to do
is carefully analyze the position, looking at what is really
required for the position today and perhaps for tomorrow.”
She recommends asking, “Do we want to hire someone
exactly like the key employee who left? Or do we need
additional or different skills? Should we redefine the
position? Perhaps that’s why the key employee left: The
employee grew and the position didn’t. Or the position
grew but the key employee didn’t.”
22
Additional questions Zidle recommends asking include:
“What is the potential for growth in this position? What
does the position offer in terms of satisfaction, benefits,
perks and money? What are the most positive aspects of
this position and what kind of person would most
appreciate them? What are the negative aspects to this
position? Who might be attracted by these aspects?”
Stanséll also warns against hiring people on the spot. “Even
the most impressive candidate should be interviewed more
than once and checked out,” she says. “Use the first
[interview] to focus on work experience and skills and
subsequent ones to discuss attitudes, problem-solving
abilities and other areas of interest,” says Stanséll. Finally,
always check references.
Sometimes, though, employers just need to suck it up and
turn the task over to employment specialists. It may cost
more but those candidates are often pre-screened, tested,
and qualified. And Stanséll points out that many agencies
offer six- to 12-month placement guarantees on their workers.
The Last Word
Filling the void when a key employee leaves requires
planning, but taking the time to understand what matters
most to the people who work for you may go a long way
towards keeping those key employees from pursuing other
opportunities. ●
Scott Cullen is a freelance writer and editor who has been writing on
imaging technologies and office equipment trends and issues since 1986.
You can reach him at culcom@voicenet.com.
PRINTI.T.
Increase Efficiency with Ergonomics
By John Marquardt
I
n 1997 I woke up from a dream
about being stabbed by my boss
in the left shoulder-blade.
Unfortunately, when I woke, the knife
was still there, figuratively lodged
between my left shoulder and upper
spine. Moving my head in any
direction caused intense pain like a
balled-up cramp, but a cramp that no
relaxing or massaging would relieve—
I was literally crying like a baby. My
wife drove me to urgent-care, and they
gave me a shot for the pain and a
muscle relaxant for what they thought
was a spasm of some kind. I had a
herniated disc, brought on by bad
posture at a PC Workstation for 10
hours a day.
This knocked me out of work for two
months, not to mention causing many
sleepless nights, endless physical
therapy and pain that lingers even to
this day. My painful experience has
thrust me into a perpetual quest for
the perfect computer workspace.
Chairs. When I got out of college
and started work, I had been used to
working on my laptop, kicked back on
a couch or spread out on my bed, so
working at a desk was a completely
foreign experience for me. I selected
an office chair that was really cushy
and comfortable, and would let me
kick back, sit on my ankle, cross my
legs and most of all, slouch. It turns
out that this chair is actually a
medieval torture device, and after I
returned to work, I started immediately on a quest for the perfect new one.
The chair is second only to the keyboard
for work-space related injury, but
unfortunately it’s a comparatively
expensive thing to fix. There are
obviously endless models to choose
from, but the best one I’ve found so far
is the Herman Miller, Inc., Aeron
(www.hermanmiller.com). The seat
and back are made from a web-like
weave of upholstery that evenly
distributes weight over your rear-end
and back and also allows air to
circulate, keeping you cool. The
adjustable lumbar gives you great
support, and the 12-year warranty means
it might be the last chair you buy.
The most important factor, though, is
one that took some getting used to—
there is really only one way to be
comfortable in this chair. It more or
less forces you to sit in a position of
proper posture. This was very irritating
at first, but in the end has almost
certainly saved me.
Keyboards. The banana-shaped
ergonomic keyboards are definitely
superior, from a pain perspective, but
you have to be able to touch-type and
also deal with the transition from a
traditional keyboard. To be honest, a
keyboard is such a flawed interface
from the get-go that there is almost no
hope until we eliminate it as an input
device. It certainly is the cause of many
corporate nightmares, but getting a
curved one won’t turn that into a dream.
The Mouse. Find any mouse in your
shop with a ball in it, and immediately
replace it with a cheap optical, like
the Microsoft Optical Wheel Mouse
(www.NewEgg.com). There is
almost no reason to have an oldschool ball-mouse.
Then, get rid of all those dirty, ugly
mousepads. There is one exception—if
you want a superior mousing surface,
get the Razer eXactMat
(www.razerzone.com) for $34.99. This
is made from anodized aluminum with
two surfaces; one for speed and the
other for precision. Unlike your old
spongy mouse-pads, this one is large
enough, has very sticky rubber feet, you
can clean it, and it will last forever. If
you use a mouse with any regularity,
this mat is a must-have. Note: it won’t
fit on one of those under-the-desk
keyboard/ mouse trays, but those are so
1995, I’m sure you don’t have any.
You could go wireless, and I would
recommend the Logitech MX-1000
(www.logitech.com), but to be honest,
it’s best to avoid wireless input devices
unless you have a specific need. They’re
just too much trouble if you’re talking
about having them all over your shop.
Displays. If there is one thing you
can do to increase your productivity,
it’s to get a bigger/higher resolution
display—and if you want to be really
efficient, get two. Or even three
(www.multiplemonitors.org). I’m
not kidding.
This is the single greatest productivity
enhancement that has come down the
technology pipeline. Most modern
laptops will let you use the external
display plug to stretch your desktop
across, but on desktop machines you
need another video card, or a video
card that has two outputs. You can
also buy single video cards that have
several outputs, called multi-head, but
unless you have a specific need, I
would just get another card. You can
add a PCI video card for about $40,
and Windows XP will usually deal
with it out-of-the-box. If you bought
a computer recently, it might deal
with this already as many modern
video cards have one output for DVI
(digital) and another for analog.
Usually you can make the software
see this as a multi-head card and
stretch your desktop across the two
outputs. Oh sure, for some users
another display is just another place
to violate the corporate Internet
usage guidelines, but for everyone
else, you will see an immediate
increase in efficiency.
These are some simple and
inexpensive enhancements you can
add to your workplace for greater
efficiency, less downtime due to
injury and happier users. ●
Formerly the I.T. manager for Engineering
Repro Systems in Minneapolis, John
Marquardt is an industry speaker and educator.
You can reach him at john@offblue.com.
23
INSURANCEPRIMER
Safe Winter Driving for Employees
W
ith winter upon us, now is a
good time to speak with
your employees about safe
winter driving. Winter driving
conditions can cause an unprepared
driver to make the wrong choice.
Business owners have a huge exposure
when they send their people out on
the road. Make sure you are doing
everything possible to keep them and
other drivers safe. Review these basic
driver requirements and incorporate
them into your employee handbook.
• Driver and all occupants are
required to wear safety belts when
operating or riding in a vehicle.
Driver must ensure all passengers
are wearing safety belts
• Driver may not operate a motor
vehicle at any time when his/her
ability is impaired, affected or
influenced by alcohol, illegal drugs,
medication, illness, fatigue or injury
• Driver is required to abide by
all federal, state and local motor
vehicle regulations, laws and
ordinances
• Driver is responsible for ensuring
the auto is maintained in safe
driving conditions
• Drive with headlights on for safety.
• Don’t allow cell phone use
while driving.
For winter driving, extra precautions
can be taken such as:
• Give vehicles a winter checkup.
This should include antifreeze,
windshield washer solution, tires,
windshield wipers, spark plugs, etc.
• Make sure each vehicle has snow
scrapers and an emergency kit with
blanket, road flares and flashlight.
• Windows should be scraped of all
ice and snow before driving
• Advise driver to allow extra room
for stopping in traffic
• Allow extra time for deliveries
• Make sure driver has good
directions to destination.
24
Accidents may still happen even when
drivers are being careful on the road.
Does your driver know what to do at
the time of an accident? It’s a good
idea to review what steps they should
take. These include the following:
• Driver should be advised to never
leave the scene of an accident until
police advise it is OK or insurance
information has been exchanged
• If there are injuries or sufficient
property damage, police should be
called as soon as possible
• Exchange insurance information but
do not admit guilt
• If police are called, an SR-21 form
should be given to each driver.
This form should be completed by
your insurance agent to show proof
of insurance
• Employee should advise immediate
supervisor. There should be a
designated person at the office who
reports the claim to your insurance
• Make sure any valuables are
removed from the vehicle prior to
being towed. Most towing
companies will not be responsible
for theft of personal property.
Some drivers also keep a camera in
the vehicle to take pictures of the
accident scene. This can prove helpful
if there is confusion over what happened.
A one-page accident report filled out
right after the accident can provide
accurate information when needed.
After the accident, a review should be
done by the employee’s immediate
supervisor. If the employee was at fault,
advise him/her of steps needed to
prevent this type of accident from
occurring in the future. The employee
handbook should address how at-fault
accidents will be handled. If the
employee already has tickets and/or
other at-fault accidents, insurance will
be affected. Most insurance companies
will not allow a driver with an at-fault
accident and four points on their motor
vehicle record on the driving list.
Salespeople who use their own vehicles
to call on clients need to be held to the
same safety regulations as employees
driving company owned vehicles. Many
employers are sued using “negligent
entrustment”as a basis for suit. This
happens when the employee is driving
his/her own car on company time and
has an accident. Negligent entrustment
simply means the employer did not
take any steps in hiring or training
their employee for safe driving. Some of
the highest paid claims in the auto
insurance industry have come under
the nonowned auto liability insurance.
Salespeople should be advised to
remember that they are responsible for
clients’ safety when taking them to
lunch or dinner. Good documentation
that employees are trained in all areas
of safe driving can help provide defense
for “negligent entrustment” charges.
Motorists drive two billion miles
every day on Americas’ urban roads.
About 95,000 accidents in 2003
occurred in snow/sleet conditions.
Many were a result of drivers not
taking into consideration road
conditions due to weather.
In closing, the most important
precautions to emphasize to your
employees are allowing enough time
for winter road conditions, allowing
more stopping distance between
vehicles and keeping windshields clear
from ice and snow.
This seems like very basic information,
but it’s a good idea to review it with
your employees. Let them know you’re
concerned for their safety and expect
them to drive carefully. This will
contribute to employee loyalty and
morale. It will also keep your insurance
costs down and your business healthy. ●
The St. Paul Travelers Companies and Acordia
of Indiana are respectively the insurance carrier
and agent for IRgA. IRgA members are invited
to contact Patty Sears at Acordia to discuss
how this program can benefit your company.
She can be reached at 866/441-3936, ext. 7640.
REPRONOMICS
A Brooklyn State of Mind
By Brett Scully
Probably one of the best experiences
of my life was living on Flatbush and
Sixth Avenue in the heart of Park
Slope, Brooklyn. At the time I lived
there in the early 1990s, the
neighborhood was still suffering from an
identity crisis woven from a hodgepodge
of run-down brownstones, up-andcoming-yet-penniless yuppies, first
generation African cabbies and
a massive amount of bodegas, newspaper
stands and Liberian fish and rice joints.
At the time, I lived with eight other
roommates in a four-story, nine-bedroom
brownish-red stone structure that was
almost majestic and castle-like in
exterior appearance, but that had the
feel of a yesteryear Brooklyn long
forgotten by the real estate boom in
neighboring Manhattan.
For $280 per month, I got a large room
with six-foot windows overlooking a
decrepit and dead but still almost parklike backyard. In addition to my gravely
urban view, I also got to share a
“slightly” worn yellow and lime green
bathroom (circa 1972 renovation) with
my three other floor-mates. I remember
hearing that the owners of the
brownstone had the place on the market
at the time for $400,000. I also
remember the bunch of us laughing at
breakfast one morning about the
absurdity of the Brooklyn Manor (as we
called it) selling for what seemed to be
Manhattan pricing at the time.
Well, I just talked to an old roommate
the other day, a fellow that still lives in
Brooklyn with his family, and he said
the old Brooklyn Manor just sold for
$3.2 million! WOW. I mean, you had to
know how beat-up Sixth Avenue was
back then. There must have been over a
hundred places looking just like the
Manor on that street! That means that
those five blocks of Flatbush Avenue,
just south of Sixth, must be worth
$300,000,000? And there were two
other blocks going towards the park,
Seventh Avenue and Prospect Park
Ave. What the heck are those places
worth now? $5 million? Seven? Ten?
I can recall, long ago, watching “Welcome
Back Kotter,” where Brooklyn was
almost as much a laughingstock as
Cleveland at the time. How time can
change the perception of a city. Well,
beyond the fact that Brooklyn is upand-coming, I also think it may become
THE borough of New York City within
10 years. Yes…I said THE borough. I
think this transformation will come via
a Cleveland-bred developer named
Bruce Ratner of Forest City Ratner
Group. This fellow has been sprucing
up Brooklyn since I lived there 20 years
ago, but now he has hit the Big Time,
and is ready to put Brooklyn of the
map again.
blueprints being printed for this
project…and I wish I had a store in
Brooklyn Heights so I could compete for
even a sliver of this PPC and spec-copy
mother lode. I guess I've just always
loved Brooklyn, and wanted to tell you
all this in my column here today. Don't
get me wrong, I love Cleveland also, but
Brooklyn is my first love…and your first
love is always your best! ●
Brett Scully is CEO of eBlueprint Holdings of
Cleveland, Ohio. You can reach Scully at
bscully@eblueprint.com
What Bruce is currently up to is building
an entertainment, retail, residential and
commercial project with a price tag
north of a billion dollars, and focused
around a sports team he just bought, the
New Jersey Nets-soon to be called the
Brooklyn Nets. You have to see the
plans to envision what is going to grow
from Atlantic Avenue, former home of
the Brooklyn Dodgers. From this
project, a cross-pollination of other
private projects is sure to materialize,
from new retail ventures, continued
residential development and sprawling
new commercial undertakings.
Donald Trump and Fifth Avenue, watch
out-there is a new sheriff in town, and
he comes from Brooklyn. With the
aesthetic appeal of the low-rise fourstory brownstones versus the nose-bleed
heights of Manhattan's apartments,
Brooklyn is sure to envelop a new
generation of those wanting the
convenience of the city, without the
budget-breaking cost of living there.
Only time will tell I guess, but I truly
think there is no other city like
Brooklyn in the world, and Bruce
Ratner is going to prove this by betting
the farm on his latest venture.
OK. So, how do I relate this story to the
business of blueprinting? Well, for the
first time I really can't! Except that
there is going to be a s**t-load of
25
BOOKREVIEW
Management of the Absurd
IRgA Executive Director Steve Bova reviews a book for the manager who dares to be
different. Management of the Absurd may make you reconsider everything you
think you know about management.
I
f you’re looking for an
unconventional resource on a
conventional topic like business
management, Management of the
Absurd by Richard Farson is more than
a good start. In an entertaining
manner, Farson argues that to be a
successful manager or leader, you need
to fly in the face of conventional
wisdom. Following are some examples:
Nothing is as Invisible as
the Obvious
The most important discoveries come
from taking a fresh look at what people
take for granted. It just requires
nontraditional thinking.
Once You Find a Management
Technique that Works, Give It Up
Any technique loses its power when it
becomes evident that it’s a technique.
Learn to apply techniques in a natural
way—by being yourself.
Effective Managers are Not
in Control
They approach situations sometimes as
learners, sometimes as teachers and
sometimes as both. They turn
confusion into understanding, see a
bigger picture and trust the wisdom of
the group. People need to know when
someone is genuine and when someone
is “managing” them.
Most Problems that People Have
Are Not Problems
Learn to distinguish between a
problem and a predicament. Problems
can be solved; predicaments can only
be coped with. Predicaments are often
made worse when treated as problems.
Technology Creates the Opposite
of its Intended Purpose
The introduction of the computer to
26
make a paperless office has actually
increased the amount of paper in
offices, which is a good thing for
reprographers! But has CAD really
improved architecture?
Management of the
Absurd: Paradoxes
in Leadership
Copyright 1997; Touchstone
The More We Communicate, the
Less We Communicate
Just think e-mail, where we forget that
the delivery is just as important as the
content!
Published by Simon &
Schuster, Inc., New York, NY
176 pages;
$12.00
Praising People Does Not
Motivate Them
Praise can actually be a threat, because
it can come in the form of evaluation;
and to be evaluated is to be judged.
When you praise people, they know
you are trying to motivate them or
change their behavior. Employees can
feel diminished by this. Praise away,
but be careful of how you do it.
The Better Things Are, the Worse
They Feel
In the least healthy organizations, you
hear lower-order grumbles—such as
complaints about working conditions. In
healthier organizations, there is higherorder, more altruistic grumbles like “I
don’t think my talents are being used.”
We Think We Want Creativity or
Change, but We Really Don’t
Creativity forces change. We stifle
creativity because it usually means
tapping into the unconscious. The most
creative people worked alone or in small
and relatively short-lived institutions.
We Want for Ourselves Not
What We are Missing, But More
of What We Already Have
Organizations can set themselves up for
trouble when they rely solely on the
things they are already doing well and
fail to see what they really need to do.
Big Changes are Easier to Make
Than Small Ones
People respect bold moves and are
more likely to buy into change if it is
big enough to withstand any attempt
to counter it.
We Learn Not from Our Failures
But From Our Successes—and
Failures of Others
People repeat their mistakes and
continue to believe they learn from
them. Conversely, we seem obsessed
with the successes of others and
believe we can learn from their
examples. It’s important to fail, but we
need success to have confidence.
BOOKREVIEW
Organizations Change Most by
Surviving Calamities
People grow and prosper more because
of the disasters and crises in their lives.
Such experiences often cause people to
make major reassessments of their lives
and change them in ways that reflect a
deeper understanding of their own
capabilities, values and goals.
People We Think Need
Changing Are Pretty Good
the Way They Are
We have little confidence that people
will do the right thing because we are
so often made aware of the times they
do not. The better managers try to fix
situations, not people. Most employees
are trying to do the best they can.
Every Great Strength is a
Great Weakness
Organizations should be aware that when
they rely solely on what has become their
strength, they can seriously err.
There are No Leaders, There is
Only Leadership
The real strength of a leader is the ability
to elicit the strength of the group.
Relying on one person to provide
leadership builds unrealistic expectations.
It robs the group of its powers, leading
to overdependence on one person.
Leadership is also situational.
My Advice is, Don’t Take My Advice
Advice is cheap. It costs nothing to
give and is easier than understanding,
listening and analyzing. Many of these
precepts, taken for value, would lead
you to believe opposite from what you
have been taught all your life. When
the author said, “Praising people does
not motivate them,” he isn’t saying,
“Don’t praise people.” There may be
some contradictions, but that is
because they are situational. Farson is
not saying not to communicate or not
to use technology, but rather to
consider the consequences of our
actions. He invites us to more closely
analyze our motivations, actions and
relationships with others. Some things
just can’t be achieved by going
through the motions. ●
Would you like to share your favorite business
books with fellow reprographers? Contact Amy
Carlton, managing editor, acarlton@irga.com.
27
Top 10 Trends in Technical Document
Workflow Management
The following trends were provided to REPRO REPORT from work
conducted by Océ North America
T
he traditional landscape of today’s architectural
and engineering drawing reproduction business
is shifting as changing customer demands,
evolving technology and digital workflow
requirements are shaping the future of technical
document distribution. The result is a new dynamic—a
much stronger focus on total workflow management across
the entire production spectrum. Following are the top 10
trends that Océ has observed in technical document
workflow among architecture, engineering and construction
(AEC) companies and its impact on reprographers.
Changing AEC Customer
Demands
Trend #1:
Timelier Turnarounds, Tighter Budgets
The pace of business for AEC firms is changing dramatically.
Completing jobs ahead of schedule is often rewarded with
financial incentives, and delays can result in fines. Bids can
be won or lost based on competitive timelines. Projects are
also becoming more complex, with project owners asking
for changes late in the design process—but without
allowance for final delivery delays. Increased time pressure
also increases the chance of errors.
Reprographers are feeling the impact of these pressures from
their AEC customers on their own business. The growing
need to reduce costs is forcing reprographers to look for
ways to achieve greater efficiency in the retrieval,
management, printing and distribution of drawings. At
the same time, reprographers are experiencing selling price
erosion as AEC firms shop for the most competitive pricing.
Print volume is also shifting from copying to digital
printing. And digital print jobs are becoming more
complex, translating to higher print job administration
costs—“hidden” expenses that are often assumed by the
reprographer. Increasing pressure to shorten lead times
means that the phases within a project occur in parallel
rather than sequentially, causing reprographers to rethink
traditional workflow patterns.
28
Trend #2
Shift to Distribute-and-Print
The push for increasingly digital information exchange is
moving construction project documentation from “printand-distribute” to “distribute-and-print.” Digital technology
and online plan rooms allow efficient and timely
distribution and viewing of technical documents, and they
can actually reduce construction costs by allowing access to
projects by more bidders. General contractors are thus
pushing the demand for printing and related costs to their
subcontractors.
For the reprographer, this may mean less revenue from print
jobs because subcontractors are now ordering subsets of the
plans they need instead of full bid sets. While this may
cause the number of print jobs to increase, it also means the
run length per job may decrease. Also, more clients are
opting for scan-to-archive and drawing hosting services for
the speedier information exchange that a Web-accessible
archive provides. Not only must reprographers find new
ways of providing and charging for these digital services,
they must be prepared to accommodate an expanded set of
clients—their AEC customers’ customers.
Evolving Digital Workflows
Trend #3
Increasing Internet Dependence
Using the power of the Internet, digital plan rooms hosted by
a variety of sources now enable subcontractors access to more
projects while architects and project owners gain greater
visibility and control over their projects. The impact on
overall workflow is greater speed and accuracy. To best serve
their AEC customers, reprographers must be able to receive
and process plans from a wide variety of sources. Many are
choosing to offer online plan room hosting services to protect
their existing business plus attract new customers.
Trend #4
Boundaryless Customers
Increased market adoption of the distribute-and-print model,
Internet technology and reliance on digital workflows means
that AEC project members can afford to be more
geographically spread out. As a result, technical document
distribution and print demands are becoming decentralized.
As reprographers look to accept more remote print job
submissions, they can also find new and better ways to
strengthen ties with existing customers. Therefore, there’s more
opportunity to gain new business outside the local market if
the reprographer’s technical functionality can support it.
Trend #5
Rise in Facilities Management Popularity
Facilities management (FM) services represent another
opportunity for today’s reprographers to create lasting,
profitable partnerships with their customers. Customers
benefit with productivity increases, shortened project
timelines and tighter cost control. Having one bill with allin-one print prices for leasing, service, paper and toner
simplifies accounting practices for reprographers and makes
reimbursement and complete job tracking easier. This
enables reprographers to turn a cost center into a profit
center. Some reprographers offering FM have reported
profits on these services ranging from 40 to 50%.
Trend #6
More Sophisticated Job Requests
When print jobs are required, customer requests are more
complex and sophisticated. For starters, there are more
electronic file formats than ever—DWG, DWF, DGN, PDF,
TIFF, etc. Also, the use of color in technical large format
documents is growing, even in traditional monochrome
environments. For example, color is increasing the impact
of presentations by conveying design concepts better and
helping to close business faster. Color also is used to
communicate complex information to help reduce errors,
highlight changes on revisions, and make as-built drawings
more understandable. An increasing use of 3D CAD as a
visualization and presentation tool will continue to drive
the demand for more productive color printing solutions
and the ability to handle the copying of hard copy color
originals. Reprographers must accommodate this growing
need for technical color and price color CAD printing in a
manner that encourages its use in more projects.
Trend #7
Growth in Narrow Format Prints
Reprographers are finding an increasing use of narrowformat sizes for technical drawings for AEC customers.
Some AEC firms are making a conscious decision to design
for ultimate output in a narrow format size (i.e., B-size or
smaller). B-size is easier to carry around, can be printed on
most office printers and costs less in paper/toner
consumption. The increased resolution of narrow format
desktop printers has, in part, made this possible.
Requests for smaller size prints of larger drawings are also
increasing. With the increased availability of 600 dpi
printers, even the fine lines in drawings originally designed
in D-size are still legible when reduced by 50%. Also, the
growth of digital workflows has made it easy to choose a
different (smaller) format than may have been originally
intended. Reprographers could respond by choosing
workflow software that can forward print jobs to either large
or narrow format printers.
Shifting Focus to Overall
Workflow Productivity
Trend #8
Looking Beyond “Speeds and Feeds”
New reprographic technology is required to meet changing
market demands—not just with the addition of “bells and
whistles,” but with hardware and software technology that
provides a total, integrated workflow solution. Maximizing
total workflow productivity requires a closer look at
improving and integrating pre-print production, print
production and post-print production steps into a more
cohesive process.
Trend #9
“Workhorse” Software Put to Work
Reprographers should look beyond hardware to
productivity-enhancing software tools that can help their
customers automate, integrate and manage the entire
document workflow process. They must consider criteria
that will decrease distribution errors and time and improve
efficiency. Reprographers should seek technologies that
decrease operating costs by accommodating a wide variety
of digital workflows, while keeping their own operator
involvement and administrative support costs to a
minimum.
Trend #10
Smaller Orders, Broader Offerings
Reprographers have clear opportunities for providing new
services such as scanning, online plan room hosting,
document cost accounting, facilities management, etc. In
addition, a diversified product offering that includes largeformat color display graphics can be a natural extension of a
reprographer’s expertise and provide additional business
opportunities throughout a construction project with items
like construction site signage, wayfinding signs, interior
design elements, etc.
29
PRODUCTINNOVATIONS
Three New Solvit Media
Sihl USA recently release three new
Solvit media products. The selfadhesive 3529 SyntiSOL PP Film for
Solvent EasyTack WF 300 satin is
waterfast and tear-resistant with a
paper-like touch, high color brilliance
and sharp image definition. SyntiSOL
with EasyTack allows repeated
repositioning and removal of signage
without sticky residue.
QUICK VIEW
Companies in
Product
Innovations:
EFI
IDEAL
Intellicoat
Technologies
Océ
Paradigm Imaging
Group
Raster Printers, Inc.
Roland DGA
Seal Graphics
Americas
Sihl USA
Triangle Digital LLC
VUTEk
3654 PhotoSOL PE Photo Paper for
Solvent 235 gloss is a stiff, stable
polyethylene photo paper designed for
indoor applications that require
vibrant photorealistic image
reproduction. It dries quickly without
bleeding. The coating is waterrepellent and light-stable for longlasting colors. PhotoSOL laminates
well, hot or cold.
501 PolySOL PET Banner WF 290
satin, a lightweight and versatile
polyester banner, is waterfast for all
indoor and outdoor applications for up
to 18 months without protection. It
may be laminated for additional
surface protection, hot or cold.
PolySOL is flame-retardant, meeting
the State of California code
requirements, as well as the rigorous
European BI standards.
Contact Sihl at 800-366-7393, or
www.sihlusa.com for more information.
Paradigm Arcos
Banner Stand
Paradigm Imaging Group’s Arcos
Banner Stand features unique
arched support pieces that hold
graphics in place. The design
maximizes the display area of the
graphics while taking up minimal
floor space. The stand can be set up
quickly and is ideal for retail displays,
trade shows, presentations and other
display applications. The Arcos Banner
Stand is 27.5" wide, and the height
is adjustable from 60" to 88". The stand
is also available in a dual style (Dual
Arcos) allowing banners to be
displayed on two sides of a single stand.
For more information, visit
www.paradigmimaging.com and click
on Trade Show Displays.
30
Raster Printers Daytona
Flatbed UV Printer
Raster Printers, Inc. has released the
Daytona high-speed, 72" printer,
offering print speed of up to 700 square
feet per hour. Daytona is the higher
speed version of Raster's RP-720U,
the 720-dpi high image quality
printer. RP-720UV customers can
field upgrade their units to the
Daytona unit.
Daytona can print on coated and
uncoated rigid and roll media
including adhesive back and banner
vinyls, foam-core board, polyvinyl
chloride (PVC) sheet, styrene,
aluminum-plastic composite sheets
and Plexiglas. Daytona uses two
Spectra print heads per color, for a
total of eight. Two separate UV lamp
systems, one on each side of the print
head assembly, are designed to provide
consistent bi-directional printing
and complete curing of the inks
immediately after printing.
With the purchase of Onyx PosterShop
or Onyx ProductionHouse Software
and the add-on i-cut workflow module,
graphics can be automatically cut to
reduce finishing labor.
Daytona began shipping in October.
For more information, see
www.rasterprinters.com.
Roland ECO-SOL MAX Ink
Roland's new eco-solvent ECO-SOL
MAX ink features several new
enhancements including faster drying
time, higher density, wider color
gamut, improved scratch resistance,
lower cost per square foot and
broader uncoated media support. In
addition, ECO-SOL MAX is
virtually odorless, and does not require
any special ventilation or
environmental equipment.
The ink can be used with Roland's
complete line of uncoated and coated
media and lasts up to three years
outdoors without lamination.
More information available at
www.rolanddga.com.
IDEAL Large Format
Productivity Suite
IDEAL’s new productivity software
suite offers efficient electronic
handling of large format drawings. The
package consists of IDEAL ScanOS,
Version 3.0, the new IDEAL PrintOS
and the new IDEAL Archive Center
in two versions-one designed
specifically for Workgroups, and
another with broader functionality for
the entire Enterprise. Archive Center
is advance software built on proven
ScanDEX and IntraNETIX technology.
Each component of the suite addresses
one or more necessary functions when
working with large format drawings.
The three components can be
purchased together to save costs or
purchased individually and added to
as needed. In addition, the suite
allows for easy upgrade from Archive
PRODUCTINNOVATIONS
Center for Workgroups to Archive
Center for Enterprise.
Visit www.ideal.com for more info.
EFI Colorproof XF Upgrade
EFI has enhanced its Colorproof XF
software with manual nesting, support
for a wider variety of printers and file
formats, and breakthrough Dot Creator
and Fiery options. Colorproof XF
Version 2.6 is compatible with Epson
Stylus Pro 7400/7800 and 9400/9800,
the HP Designjet 30, 130 and 90, and
the Canon imagePROGRAF W6200,
W6400 and W8400.
A new crop function allows users to
remove a section of a page, to print
only the area of interest. Process colors
Cyan, Magenta, Yellow and Black
can be defined as spot colors. Support
for two new file formats, JPEG 2000
and PSD, means added flexibility in
proof creation.
For more info, visit www.efi.com
Seal Banner Fabrics and
Economy Vinyl
Seal Graphics Americas has unveiled
two new textile printing media, SEAL
Inkjet Light Banner Fabric (122 gsm)
and SEAL Inkjet Heavy Banner Fabric
(225 gsm). The substrates are wrinkleresistant 100% polyester with a
“universal” coating that can support
heavy ink coverage from dye, pigment,
or oil-based inks. The products are
moisture-resistant and allow for both
indoor and short-term outdoor
applications--two to three weeks when
printed with pigmented inks.
surfaces. This media is not
recommended for complicated curves,
wraps or rivets. The media's adhesive,
although high-tack, can be removed
cleanly with heat.
To access the videos, customers should
visit www.sealgraphics.com, navigate
to the Applications section under
“Using SEAL,” and then select the
appropriate application.
SEAL Inkjet Solvent Economy Vinyl
is available in widths of 30", 54", and
60", in roll lengths from 25' to 300'.
Intellicoat Magic POS
PRO 300
Visit www.sealgraphics.com for more
information.
InteliCoat Technologies has
introduced Magic POS PRO 300, a
universal product for aqueous and
solvent inkjet printing systems.
Triangle Mild Solvent
Ink Alternative
Triangle Digital LLC has released the
first mild solvent alternative ink
solution for wide-format printing.
PicturePerfect MLD series digital inks
are designed for the Roland SOLJET
and VersaCAMM series as well as the
Mutoh Rockhopper series and Falcon
II Outdoor.
The new MLD inks boast a quicker dry
time, high IPA resistance and larger
color gamut and have been tested on
media from Avery, MACtac,
Metamark, Oracal and Hexis.
The ink is available in bulk quantities,
for use in the EasyFill Pro Bulk Ink
Delivery System, and cartridges. For
more information, see
www.triangledigital.biz.
Online Training Videos
from Seal
Seal Inkjet Light and Heavy Banner
Fabrics are supplied on 2" cores in roll
sizes of 36", 42", 50", and 60" widths.
Seal Graphics has added five new
application videos to its on-line video
training program. The videos cover the
mounting and laminating processes
and materials required to turn digital
prints into Rigid Displays, Flexible
Displays, Posters, Pop-up Displays and
Outdoor Signs.
Seal has also expanded its line of
adhesive-backed vinyl media for
solvent printers. SEAL Inkjet Solvent
Economy Vinyl is a white, 3.2-mil,
economy-grade, calendered vinylbacked substrate with a permanent
acrylic adhesive. It is available in nonglare matte or brilliant gloss finish and
is compatible with solvent, eco-solvent
and UV inks. It is best suited for
application on flat or simple curved
Each video offers step-by-step
instructions including specifying
materials, webbing the laminator,
feeding images, trimming graphics and
installing the finished applications.
The videos also offer recommendations
for selecting consumables at all levels
of price and performance--economy,
standard and premium, as well as tips
on reducing waste and maximizing
production efficiency.
Magic POS PRO 300 is an opaque,
printable, 13.8-mil polyester backer
used with polycarbonate laminates to
produce cost-effective, high-quality
trade show graphic panels. POS PRO
300 offers high image quality and
durability. Cold, pressure-sensitive
overlaminates are recommended. POS
PRO 300 is available in 30", 36" and
50" widths in 20' or 100' rolls.
For more information or free sample
rolls, call 800-628-8604 or visit
www.magicinkjet.com, where free
sample rolls may be requested.
VUTEk Flatbed for Rigid
and Roll Media
VUTEk’s new 126" PressVu UV
320/400 UV-curing flatbed printer was
designed to help digital print providers
increase their productivity as well as
their profitability. The printer
accommodates rigid substrates up to
126" wide and 1.75" thick. It also
features roll-to-roll capability, giving
customers true flexibility to offer a full
range of services. Applications range
from billboard to high quality POP and
everything in between.
The PressVu UV 320/400 is available
as a four-color model, and prints at up
to 1000 square feet per hour. The twoprinter-in-one capability of the
PressVu UV 320/400 allows customers
to print on both rigid and flexible
materials. The switch between flatbed
and roll-to-roll can be completed in
less than a minute, barely affecting the
printers overall productivity.
Visit www.vutek.com for more
information.
31
unscheduled interrupt!
Your customer expects you to complete the
job and have it in their office by the end of business
today. They have a meeting with their biggest
client tonight. And, you’ve been struggling with
a new file format for the last 2 hours…
If you were a member of
the IRgA, you would have:
✔ Instant access to an online forum of hundreds
of repro firms throughout the country
With so much riding on your jobs today....
How much longer can you afford not
to become a member of the International
Reprographic Association (IRgA)?
✔ Training by industry experts covering industry
trends and the latest in technology
✔ Bi monthly copies of the foremost
reprographics magazine Repro Report
✔ A membership directory of your fellow reprographers
✔ Targeted publications covering a wide range
of topics
✔ Nearly 150 hours of educational opportunities
available to you each year
Join Today!
www.IRgA.com or by phone 800.833.4742
CLASSIFIEDADS
REPRO REPORT shall not be held liable for the accuracy and/or warranties of equipment, supplies and services advertised in this publication.
For information about placing ads, contact Erin Beekhuis at ebeekhuis@irga.com.
Merchandise Mart
Positions Available
Digital ES has the industry's largest inventory of
used wide-format copiers, printers and plotters.
All major manufacturers' machines in stock. Available
as full refurbs or "as is where is," from our dock or
delivered and installed, 20 years plus in the business.
We speak your language. Call us 800/749-1138 or
mcnew@digital-es.com.
Georgia Blue Imaging, a 94-year-old Reprographics
company with 5 metro Atlanta locations is looking for
sales professionals to call on existing and new
accounts. We are a full service company and specialize in
plan room services. Your experience in the Reprographics
Industry is a must. Please e-mail your resume to
bholfels@gablue.com.
Océ 9476 plotter/ copier in "scan to print and plot"
configuration. Large quantity, available for immediate
delivery. Good meters. Coming off Océ service, each
unit has Océ "service letter." These are great machines
for sale to end-users or expansion of FM operations. Call
Tom McNew at DIGITAL ES 800/749-1138 or
mcnew@digital-es.com.
NGI, a fast growing provider of reprographic & digital
imaging solutions, is seeking Sales Executives for
our Atlanta and Washington DC markets. Successful
candidates will build customer relationships, assist
with proposal development, close sales and gain
market share. Must have a proven sales record, strong
self-initiative & exc communications skills. Base salary
+ commission. Benefits include health/dental/life
insurance, 401k, paid vacation and more. Email
resume to NGIresume@tampabay.rr.com.
Engineering Copier Parts & Supplies for use in
Calcomp, C-4, Dietzgen, K+E, Kip, JDL, JRL Systems,
Mita, Océ, Regma, Ricoh, Visual Edge & Xerox. Image
Products of California carries toners, developers,
photoreceptors, cleaning blades, fuser rollers, pressure
rollers, fuser webs & much more. IPC carries both
OEM as well as IPC (our own private label) brand
products. Make IPC your one-stop-shop and call us at
800/221-8831, 714/282-5678 or fax us at 714/2825680, or visit www.imageproductsca.com.
Engineering parts for the complete line of Xerox,
Kip and Océ systems. OEM parts at a quarter of the
price of the manufacturer. We have been supplying
the large-format industry for over 10 years and carry
over 1,000 parts and supplies. Call Reprographic
Technology today for a competitive quote on your
engineering parts. Call 888/746-1802 or visit
www.reprographic-intl.com.
Laminators: New and rebuilt AGL, Orca, Falcons and
Seals rollers recoated – Service all brands.
We purchase/trade/finance/lease/train. Tehan & Co.
800/283-7290.
We repair Skrebba staplers. (factory authorized
service agency) Model 23, 117 and all current models.
Contact Zack & Associates Inc., 847/462-1460 or FAX
847/462-1580.
Laminator Service. Are you paying too much for
service? 15 years experience on Seal/GBC/AGL—
replacement rollers. Tehan & Co. 800/283-7290.
Design Presentation is a leading provider of raster
to vector CAD conversion services. Contact us for a
free trial: 646-792-2093
contact@designpresentation.com.
SEAL IMAGE 6000 laminator, single owner, new
unused 62" roll face main rollers. Very good condition,
30 day warranty. 800-283-7290. Hot/Cold application.
US$12,500.00. Can email photos.
8855 & 7399 Scanners Available: 2 - 8855 and
3 -7399 scanners coming off Xerox service contracts
in Toronto area. Call or email Kim Long at Reprodux
416.733.4425 or kimberly@reprodux.com
V.P. of Sales & Marketing—for aggressive, rapidly
growing, multi-city, multi-state, reprographics & imaging
organization, based in southeastern U.S. Successful
candidate must have the energy, drive and passion to
continue and accelerate growth well into the future. A
thorough knowledge of the A/E/C reprographics &
imaging services industry and market, superior sales
management skills, outstanding customer-relationshipbuilding skills, and a history of demonstrated success is
required. Candidate must be highly organized, results
oriented and perform as a true team player. Extraordinary
compensation and benefits package, including plan for
equity participation, medical, dental, life, short/long term
disability, and 401k. For the right person, this may be a
once-in-a-lifetime opportunity. Respond in confidence to
NGIresume@tampabay.rr.com.
Reprographic Managers Leading reprographic
company in the San Francisco bay area is currently
seeking qualified candidates for color, digital services
and management positions. Fax resume attention:
Diane 415-495-2542 or email
diane.sutton@bps.com.
C.T.I/Valueline is looking for 1 outside sales pro for
the desirable Orange County sales area. We are the
largest pure distributor of A & E media in California
(no equipment and no repro). Just media and
supplies to the end user. Base plus commission plus
medical. Opportunity for 6 figure income for the right
sales professional. Confidential replies to
cdavis6730@aol.com
A technology leader in the reprographics industry, with
multilple locations in the Southeast, is seeking
candidates with a proven track record for the following
positions: Management and Sales. Complete
benefit package included. Send resume to: IRgA Box
PA, 401 N. Michigan Ave. Suite 2200, Chicago, IL
60611 or email info@irga.com with subject: Positions
Available - Box PA
BLAIR GRAPHICS, a fast growing provider of
reprographic & digital imaging solutions, is seeking
Sales Executives for Southern California market.
Successful candidates will build customer
relationships; assist with proposal development,
close sales and gain market share. Must have a
proven sales record, strong self-initiative & excellent
communication skills, Base salary + commission.
Benefits include health/dental, 401k, paid vacation
and more. Email resume to alopez@blairgfx.com.
MBC Precision Imaging, dealers for HP, Xerox, Oce
and Ricoh wide format equipment, is seeking an
experienced Field Service Manager to work from
our Columbia, Maryland headquarters. Position
requires five + years field service management
experience with mechanical equipment and
software, exceptional communications skills, and
talent with new technologies. Duties include
supervising staff, training end-users, performing field
service and equipment installations, providing
troubleshooting assistance, and monitoring parts
stock. We offer a competitive salary, company car
and health, dental and retirement plan with
matching funds. Please email your resume to
jhazzard@mbcpi.com.
State of Alabama- Sales manager: Large,
growing reprographics company looking for
motivated sales manager to lead a current sales staff
of six. Maintaining existing accounts and expanding
into document management, EDMS, color and FM’s
are the company’s main objectives. Need qualified
leader with reprographics background, track record
and experience. A thorough knowledge of the AEC,
construction market (project management and bid
management a plus) and imaging services a major
benefit. Customer service skills an absolute must.
Must mentor, train and be an effective closer.
Excellent benefits, 401K, major medical, disability
insurance, car allowance, paid vacation, base salary
plus commission on results. Respond in confidence
to jdavis@algraphics.com.
Leading Midwest Reprographics firm is seeking a highly
skilled Sales Manager to lead an existing reprographics
sales team in the A/E/C market, and to assist in the
expansion of sales in the large format color market; for
its operations in the Kansas City area. A proven track
record in the industry will yield an attractive salary plus
incentive based compensation. Full compliment of
benefits and relocation costs may be included. If
interested, please send your resume to: IRgA Box PA,
401 N. Michigan Ave. Suite 2200, Chicago, IL 60611 or
email info@irga.com with subject: Positions Available Box PA.
Opportunities
Large Format Dealer Opportunities with
Mark Bric Display: (www.markbric.com/usa)
Preferred Dealer opportunities still exist in
several cities and metro areas throughout the
United States. Our world-class display hardware
includes Mark Bric BannerUp®, SnapUp®,
Flexiframe®, and more. Our high levels of product
quality, brand recognition and customer service
make us the only display products partner you’ll
ever need for your large format color output—from
inkjet posters & banners to Lambda photo-quality
trade show graphics to rigid sign boards on your
new flatbed printer—our hardware covers all your
needs. For immediate consideration, please
contact Anita Clarke (aclarke@markbric.com) at
Mark Bric Display—800-742-6275.
Midwest blueprint firm interested in acquisitions
or investments from 50% to 100% in
blueprint and related companies with sales of $3
million to $6 million. Looking for mostly financial
and strategic planning involvement in ventures.
Will pay cash/annuity for operationally strong
firms in any financial condition.
Contact Brett Scully, Lakeside Blueprint, at
216/281-1234; e-mail: bscully@eblueprint.com.
National Reprographics Inc. is looking for acquisitions
within the reprographic and digital color industries.
Interested in well-managed firms of any size located
in larger metropolitan markets. Contact Doug
Magid at doug@nrinet.com or (212) 366-7063.
For Sale – Long established Southern California
based Reprographics Company. Sales are over $2
million with two locations. Qualified buyers only
please respond to Doug Souders (Financial Consultant)
at soudersinc@msn.com (480) 460-3829.
33
END OF THE ROLL
Positioning, Perception and Mobilization
A
Steve Bova, CAE
Executive
Director
s entrepreneurs, reprographers
walk a fine line between
success and failure. One event
can make the difference one way or
the other. Fame is fleeting and so can
be success. The good news? Failure can
be fleeting, too. How a business is
positioned and how it is perceived by
its customers can have a tremendous
impact on the success or failure of that
business and ultimately the industry.
One certainty: how a business is
positioned and how it is perceived is
always moving, always changing. It’s
how one adjusts (or doesn’t) that matters.
Even the Best Can
be Blinded
How about using the buggy whip
industry as an example? The
companies might have succeeded had
the industry positioned itself as being
in the transportation business; the
Buggy Whip Association, while it
might have changed its name, might
not have become obsolete.
Remember SCM Corporation? What
if they thought, “Computers are the
future. We can connect our typewriters
to them and expand our business”?
What about companies like Levi Strauss
who never saw competition like Gap
or Old Navy as a threat? AT&T, Sears,
Kodak? These were strong, well
capitalized companies whose leaders
could afford to hire the best business
advisors, and yet they failed to reposition
themselves when their worlds changed.
Ultimately, the perception of those
brands changed as well.
People and businesses respond to crises
when the need becomes apparent. For
example, a frog dropped into a pot of
boiling water will jump out. But a frog
dropped into pot of warm water that is
heated slowly to a boil will suffer a
different fate - frog legs. The frog can
respond to rapid change but can’t adapt
to the gradually changing conditions in
his environment. While reprographers
are not frogs, we too must learn to
adapt to our changing environment.
34
However, accepting the need to adapt
runs a course of varying emotions.
Reinvention Must Occur
Experts say that a psychological
reinvention must occur before an
operational reinvention can happen.
There are five stages one usually
experiences, whether change is sudden
or gradual: denial, rationalization,
blaming, acceptance and mobilization.
Often it is not the “one event” that led
to the problem. It was happening all
along. Some people can see it coming
and others cannot. Leaders of
companies tend to pass through similar
stages as they deal with the
inescapable threat of extinction or
decent into irrelevance. Let’s go
through the stages described above,
but from a business perspective.
Denial. As leaders, it’s human nature to
ignore, avoid or discount all evidence
of change for as long as possible. When
there is a new threat to our business, it
is natural to discount the newcomers
and disregard the trends, surveys and
information before us.
Rationalizing. Ultimately, the
realization that change is real sinks in.
The natural tendency is to stick to
one’s strengths. “What we do is
perfectly suited to the new market,” we
rationalize. There is a willingness to
embrace the new concept so long as
we are able to keep doing what we
have been doing, which, by the way, is
how Albert Einstein defined insanity.
Blaming. The light finally goes on when
customers start to leave for the competition. The first emotion is anger, initially
directed at toward the competition and
later internally for taking the threat
lightly. Precious time has been lost.
We say we didn’t see it coming.
Acceptance. At some point, the truth
sinks in. We’re in trouble. Our model
is not working. We must change or
we will die.
Mobilization. Suddenly, there is a
strong sense of urgency, and depending
how far behind we have fallen,
sometimes desperation. This is when
we begin to rethink our purposes, our
products and services, our processes
and our role in the marketplace.
Reprographics has changed dramatically
over the past several years, but so has
every business and industry. Mergers
and consolidations affect nearly every
industry, as does technology, increasing
competition and the search for
qualified skill sets in people. How do
we adapt as an industry? How do we
mobilize so we get back to the leading
edge and stay there?
Let’s mobilize!
The answer is that the industry needs
to band together and relate the same
message about the value of our industry
and the services we provide. We need
to position reprographics in the eyes of
our customers, according to their
expectations. We know what we would
like our value to be. Now is time to
take it a step further and learn how our
industry is perceived by our largest
customer segment: the AEC market.
The IRgA has begun to embark on a
re-branding initiative that is beginning
this fall with a perception study of the
AEC market. As President Michael
Shaw stated in his article, the results of
this project will be unveiled at the
2006 IRgA Annual Convention in
Orlando, Florida.
Whatever our perceived value is
determined to be, we must send a
consistent message and demonstrate
that we are an industry of unity. It has
been proven that industries that are
fragmented are less successful than
those that are united. This has been
the bane of our existence. It’s time to
unite and mobilize. We can become so
much more!●
Steve Bova, CAE, is executive director of the
International Reprographic Association. He
may be reached at 800/833-4742 or
sbova@irga.com

Selling on Service, Not Price Selling on Service, Not Price

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