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Briefly Noted The Latest Word „„ Joss Group Announces Content Archive Project

Volume 19, Issue 23 • December 9, 2019

Dare to Be Different! By Raphael Ducos The impression is dead. Long live the impression! Long live printing that is integrated alongside other communication channels. This is the way forward and to get it right, you need to make two changes: throw away the old baggage you have carried for so long and embrace a change of mentality. You must swap the old habits of traditional printing for digital ones!

Ben Franklin Honor Society Publishes Book of Wisdom Essay Collection

„„ Pantone Names 2020 Color of the Year „„ Monotype Releases 2020 Trends Report „„ Affinity Publisher Named Mac App of the Year „„ Recent Sales and Installations

From the Seybold Report Archive: Volume 9, Number 23, December 14, 2009

Carl Icahn Addresses HP Shareholders Directly

The Seybold Report • Volume 19, Issue 23 • December 9, 2019

ISSN: 1533-9211

Dare to Be Different! By Raphael Ducos The impression is dead. Long live the impression! Long live printing that is integrated alongside other communication channels. This is the way forward and to get it right, you need to make two changes: throw away the old baggage you have carried for so long and embrace a change of mentality.You must swap the old habits of traditional printing for digital ones! “I am optimistic for the years to come,” says Mr. Coquard, head of Industria, a Parisian print service provider with a passion for all things ‘tailormade’ and right now on the verge of switching completely to digital printing. “ “There are fewer and fewer print experts within the customers we engage with. Our contacts are coming more often from higher up in their organizations, in marketing or communications, and they are facing broader challenges. They do not have a pure print problem but more a communications challenge. And those with a print problem alone often do not know how to manage it.” “So, if a print service provider can offer relevant communication proposals, ensuring top quality within the required delivery schedule and with a positive communication result (outcome), then there is definitely business to be made!” Printing has not changed as rapidly as it could have, as new technologies based on toner and inkjet have worked alongside the older ones (offset, rotogravure, screen printing, flexography). It certainly has benefited from all the advantages brought by Information Technology and software, whether in traditional or digital printing and finishing equipment (small and large formats), in process management or in marketing with multi-channel or cross media communications.We should not forget the numerous embellishments now available for all technologies and in all markets. In short, the print impression has been transformed, re-muscled,

The Seybold Report • Volume 19, Issue 23 • December 9, 2019

Today’s commercial printing industry is characterized by the rise of digital printing, including inkjet printing, combined with significant modernization of traditional printing technologies. adapted and developed, while meeting a fundamental, necessary trend for reduced environmental impact (control of rejects, less waste, better inks, sustainable papers, etc…) Some traditional printers, albeit too few of them, go ahead and develop full digital departments or replace offset presses with digital models. But that is not enough—digital printing requires a change of mind: towards flexibility of operation, responsiveness, different management schedules, and real tailor-made service. It is no coincidence major players in digital printing are often derived from smaller reprographic structures that already have a service culture.

A Period of Transformation

Today’s commercial printing industry is characterized by the rise of digital printing, including inkjet printing, combined with significant modernization of traditional printing technologies. Offset is surviving thanks to technical advances: automation of calibration processes, reduction of waste, higher speed (20,000 sheets per hour), offset-digital hybrid workflow, offset-digital combinations in commercial, labels, packaging, binding with finishing equipment (as in digital). Workflow developments are seen in all areas and internet printing (Web-to-print) is booming. It is now possible to respond to customer-demands that could not have been met before, such as the printing of a single copy of a book, very


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short print-runs for brochures or documents as well as packaging and fully customized labels. The demand for long-tail solutions can now be met with digital printing offers from Canon, Domino, Fujifilm, Heidelberg, HP, Koenig & Bauer, Komori, Ricoh, Riso, Xeikon, Xerox, etc. The search for the best price is giving way to the search for the most profitable service for the customer. Print-only is being replaced by a-universe-with-print-in-it from order to delivery, without sacrificing creativity, quality and overall print profitability. The key question becomes “what is the Return-on-Investment of a print?” Printed documents that can be de-materialized (into the non-physical) will continue to be de-materialized, so there is only one way to remain in business profitably: by providing added-value and the related services. Customers no longer want to be told how it works, but what it does in terms of results (impact) and, in this regard, print must contribute (i.e. communicate effectively) when integrated within a mix of media channels.

The Return of Print

Consumers are saturated with digital information. They can, however, be positively sensitive (receptive) to different communications that engage them in a distinctive, personal way: invitations, brochures, books, photos, greeting cards, personalized documents using some of the advances in 21st century print: special colors (Gold, Silver, fluorescent, etc.), varnish, relief, new shapes, form-factors. “We see a return of print, ten years ago it was cheesy, especially for young people, now you have to know how to mix print with other modes of communication,” adds Mr. Coquard. “We are rediscovering a well-targeted print communication allows us to weave a link to customers.” This sentiment is echoed in other industries where there is also a return to the physical, e.g. Polaroid images in photo and the vinyl album in music. We are heading towards more automation of the print-production process–from receiving the order, managing the files to the shipping of the final print job. Customers want human proximity and fast turnaround

The Seybold Report • Volume 19, Issue 23 • December 9, 2019

“We see a return of print, ten years ago it was cheesy, especially for young people, now you have to know how to mix print with other modes of communication,” adds Mr. Coquard. “We are rediscovering a well-targeted print communication allows us to weave a link to customers.” time. These two requests are becoming more and more the key criteria for selecting service providers. But, how to provide such capabilities when the client is miles away? Equipment-wise and in order to deliver the latest services, more and more service providers are starting to use digital printing and embellishments systems (e.g. MGI/KonicaMinolta) or large-format flatbed printing systems (e.g. SwissQprint) with associated cutting (e.g. Zünd). The digital transformation is in small and large format as well. Signage, posters, POS/ POs, interior decoration, even textile or car-wrapping are now fully digital. Last but not least, environmental concerns are, for example, driving LED dryers to replace infrared dryers in all production printing systems. New substrates are changing the market landscape enabling new applications and reducing environmental impact. Online printing factories with offset printing fleets, small and large format digital printers (e.g. Onlineprinters, Pixartprinting) will remain and will further grow, having conquered the various sectors of commodity printing. They will retain this, supported by customers who are also print service providers using them under the so-called white label.

New Market Segmentation

The consequence of all these recent developments: a new market segmentation is looming in printing. We can distinguish six segments that sometimes overlap (a bit like in the food, home equipment, or business supply industries):


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„„ Multi-service printing companies expecting customers to walk through the door anytime, often described as small convenience (corner) copy shops. „„ Print providers located in metropolitan centers providing quality and fast turnaround time, serving key accounts to whom they have access and to whom they provide different print services.

So the new mantra of the printing game is to define where you want to play and to do it right. The winners are the ones providing real services and addressing new segments and markets, moving away from commodity printing.

„„ Print providers well equipped across multiple technologies, able to take on small and large orders. These companies have the necessary space being located on the outskirts of cities, however, they suffer the disadvantage of depending on logistics and delivery times.

About Raphael Ducos

„„ The specialists (books, magazines, packaging, etc.). These companies have optimized production lines – printing and finishing/converting and have very specific capabilities. They typically address national and international clients and markets.

Ducos has a talent to identify emerging industry trends: he predicted the consolidation of the print service providers and the emergence of on-line printers. To learn more about the author, please visit www.reviewofprint. com or his LinkedIn page:

„„ Printing factories, generally located near communication centres (airports, etc.), who can efficiently handle commodity print jobs with their optimized processes; and „„ Online printers, with fully integrated workflows across printing and finishing for efficient shipping and delivery across countries and borders. Users themselves need to upload the relevant content and select from among defined formats and substrates.

As a journalist, Raphael Ducos has witnessed the printing industry for decades. He today operates as freelancer. He was one of the first journalists to advocate for digital at a time where digital was considered, by many in the industry, to be the enemy.

This article is from the drupa 2020 Essentials of Print article series commissioned by Messe Düsseldorf North America. The Joss Group is pleased to be able to share this article from the series with readers of this newsletter. TSR

So the new mantra of the printing game is to define where you want to play and to do it right. The winners are the ones providing real services and addressing new segments and markets, moving away from commodity printing. In the not-so-distant future, Amazon and Google, to name just two, are waiting on the weaknesses of today’s print players to place their own pawns in the game, so as to expand their capabilities building on their proven networks and process expertise. Amazon has, in fact, already started.

The Seybold Report • Volume 19, Issue 23 • December 9, 2019


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The Ben Franklin Honor Society Publishes Book of Wisdom Essay Collection The Ben Franklin Honor Society (BFHS) has published a new book: Ben Franklin Honor Society Book of Wisdom: A Collection of Essays from Leaders of Graphic Communication. Edited by Seybold Report Contributor Harvey R. Levenson, Ph. D., Professor Emeritus, Cal Poly, the 250-page book contains essays written by 47 PIA members. Here we present one of the essays from this unique and fascinating book, and we will include more information about the book in the next issue of this newsletter. The book is for available for purchase on the Printing Industries of America’s online store for $50. Please visit the organization’s Web site to learn more and purchase the book:

From Starting from Scratch to Achieving National Status By David C. DeLana After graduating from Oklahoma State University with a degree in Marine Biology, and serving in the Air Force, I moved back to my hometown when my father became ill. A local company had gone bankrupt, leaving El Reno without a printer. I thought printing might be a good business to try, because “everyone needs printing!” In 1974 I hired a newly unemployed press operator from the bankrupt printer, purchased an old house near the county courthouse, and Heritage Integrated was born! Probably by blind luck, we opened at the height of the local elections, and we were able to print political materials and ballots for the election. After adding on to the house to a point we were out of room, I purchased six acres in an industrial park and built a new plant. I was our only salesman, and with the new facility and larger presses we were able to handle more production, so I began to call on smaller printers in the county to handle their larger jobs. This was a successful approach for the next cou-

The Seybold Report • Volume 19, Issue 23 • December 9, 2019


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ple of years. We were then able to move our efforts into the Oklahoma City market. I hired our first salesman, and we began to establish a very positive position in that market. One of the great things I learned in this business is the openness of people and the wonderful programs available from our industry associations. When you are located in a small community in Oklahoma, the access to technical information and the newest technology is hard to find. The PIA was a wonderful resource for me and Heritage Integrated. The ability to network with members throughout the United States and Canada provided us with the experience to make decisions regarding new products and equipment. I remember one printer I met whose company was around $50 million in sales, and we were just over a million. I learned from our discussions he had similar problems to those I had, only much larger.The oil boom of the 1970s brought in a lot of business, but the oil bust in the mid 1980s was nearly devastating. I realized we needed to offer more than just printing, and also needed to expand our client base outside of the local economy. Our sales team pursued print buyers in regional and national markets, whose success was not solely tied to economic conditions in the central Oklahoma market. We determined early on we should focus on a client that needed a specific set of services that we could provide. Once those print relationships were established, we looked for other graphic-industry products our clients were buying from other suppliers and, when appropriate, added those services in-house. The ability to increase sales to an existing client by offering new product lines provided tremendous value. Over the years we added promotional products, direct mail, kitting, large format printing, fulfillment, digital/variable printing, online company stores with call center support, and a retail warehouse to inventory customized off-the-shelf items. Our basic philosophy for a client is to pre-qualify a potential customer based on a survey and a series of interviews with that prospect about what their basic needs were and where they stood on fulfilling those

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needs. For example, one of our longest-term customers is a large franchise group that had a corporate office and many outlying franchise offices. We quickly determined their brand nationwide had suffered due to not having a consistent marketing effort and structure to best serve their clients. So we created a business-to-business Web site for the group, a fulfillment system, and a call center to assist store managers in their efforts to obtain marketing products and apparel that adhered to the graphic standards required by the corporation. We now have more than 20 sites for clients that have a central corporate office and either franchise locations or branches. When major technology shifts occurred in the industry, such as filmto-digital, and many years later, the addition of variable data/imaging, we hosted luncheons for our clients to educate them on our capabilities and on how to prepare their files. The speakers were not Heritage employees but were experts in the field. These lunches were not conducted as a commercial for Heritage, but instead provided valuable training they might otherwise have paid for at a seminar. When communicating with clients, honesty and integrity are essential. We continue to enjoy many long-term client relationships and appreciate their loyalty. It has always been of upmost importance to communicate expectations clearly and thoroughly with clients, starting with the bid, during production, and following through to delivery. When things occasionally go wrong, we make it right as quickly as we can. Our clients are very loyal because in most cases they perceive us as part of their team. Our sales people are trained to serve clients in a consultative manner and our clients know the entire Heritage team can be trusted to make the best decisions on their behalf regarding all aspects of their projects and the use of their budget. Communicating clearly with employees is also vitally important. Our Executive Steering Committee, consisting of our CEO, CFO, CSO, and CMO, meets regularly to make decisions about our Strategic Mission.

â&#x2020;ľ HOME

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We also hold quarterly lunch meetings for the entire team. These meetings often include the company financial information, as well updates on staff, equipment, and significant client developments. It has always been important to me employees feel secure in their jobs. Some of our best and longest tenured employees started without any industry experience, but we trained them and gave them opportunities to be successful.We are open to employees’ opinions and input and try to implement their suggestions whenever we can. We have found it imperative to maintain our existing equipment and also stay open to investing in new technologies and equipment. Staying ahead of the curve with digital print technology is not an easy task, but we have found that trying to do so helps our reputation as the go-to supplier in our market. Investments such as upgrading our large format printing to faster run speeds, better quality, and capabilities we never had before, also helps us keep more business in-house and helps to sustain a product line’s growth. It continues to amaze me how our industry has changed. We are rapidly moving from providing manufacturing to providing service. Not that we will not still print, but the how part of printing has and will change considerably. We are having difficulty finding trained people, and I believe that will continue. However, fortunately technology is moving in a direction that will reduce some of that angst. We have noticed our services have changed dramatically. For example, our traditional print services are only 32% of our business, and promotional products have moved from less that two percent of our business is 1997 to 42% in today’s environment.

Advice from David Delana „„ Network with industry association members for advice on new product and equipment decisions; „„ Provide clients fulfillment services beyond printing when possible; „„ Pursue print buyers in regional and national markets that can use your specialized services; „„ Increase sales to existing clients by offering new product lines; „„ Survey present and prospective clients on their basic needs; „„ Provide B-to-B Web site services backed by a call center; „„ Host luncheons for clients on your capabilities and on how to prepare files; „„ Communicate with clients, honestly, with integrity,and with clarity; „„ When things go wrong, correct them as quickly as possible; „„ Train salespeople to be on their clients’ team as consultants; „„ Always communicate clearly with employees; „„ Always make employees feel secure in their jobs; „„ Pursue employee opinions and input, and implement good suggestions;

Involvement in the community locally, regionally, and nationally has been an important part of my life. Serving on boards and committees not only gives me an opportunity to give back, but to also develop new relationships, both in business and personally, and I continue to be excited about being a small part of a wonderful industry.

The Seybold Report • Volume 19, Issue 23 • December 9, 2019

„„ Serve on industry boards and committees; and „„ Be involved in the community organizations locally, regionally, and nationally.


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About David DeLana

David DeLana is the President of Heritage Integrated, a print, promotional, and fulfillment firm in the Oklahoma City, Oklahoma area. He is the 1982-1984 past President and ten-year board member for PIA of Oklahoma (now PIA MidAmerica), a PIA/GATF board member, and past PIA/GATF’s Chair of the Board. DeLana is also a ten-year member of its Budget and Finance Committee, past Chair of the PIA President’s Conference and a member of the Ben Franklin Honor Society. DeLana received the 2013 Lewis Memorial Lifetime Achievement Award, and is a Printing Impressions Hall of Fame member. He was the 1983 Oklahoma Small Businessman of the Year and past President of the El Reno Oklahoma Chamber of Commerce and Economic Development Foundation. He currently serves on the El Reno City Council and is very active as a community services volunteer. He holds a Bachelor of Science degree from Oklahoma State University.

About the Ben Franklin Honor Society

The BFHS was created in November 2005 and encompasses the Ash Khan Society of Printing Industries of America (1950-2005), the Society of Fellows of the Graphic Arts Technical Foundation (1969-2005), and the Order of the Black Leaf (early 1970s–November 2011). The BFHS recognizes and honors individuals who have made significant contributions to the advancement and the betterment of the printing and graphic communication industry through meritorious service (paid and unpaid).These individuals may come from PIA, its affiliates, other industry associations, printers, and all other segments of the industry. BFHS members are a reservoir of past and present industry knowledge. The BFHS encourages its members to share their experience and knowledge with younger individuals in the industry through mentoring, public speaking engagements, and other methods. To learn more about the BFHS and its activities, please visit groups/ben-franklin-honor-society. TSR

The Seybold Report • Volume 19, Issue 23 • December 9, 2019

Above: a page from the front matter in the Ben Franklin Honor Society Book of Wisdom: A Collection of Essays from Leaders of Graphic Communication; to read more about the book project, please visit


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Carl Icahn Addresses HP Shareholders Directly In the previous issue of this newsletter we presented the full text of letters exchanged by the senior management of HP and Xerox during the past few weeks. The letters were published on the companies’ Web sites, and the Joss Group wanted to preserve the letters for history as well as to ensure readers of this newsletter were fully aware of the exchange. For the same reasons, the Joss Group presents here, in this issue the full text of a letter to HP shareholders Carl Icahn published on December 4, 2019 along with Our Take. The full text of the letter and associated text begins below. We have presented material which was underlined in the original letter in bold. We have elected to preserve the formatting of the material provided in all caps. We have not changed the contents of the letter and associated materials.

Dear Fellow HP Shareholders

I beneficially own 23,456,087 common shares of Xerox Holdings Corporation, constituting approximately 10.85% of the outstanding shares, and 62,902,970 common shares of HP Inc., constituting approximately 4.24% of the outstanding shares. These holdings place me among the largest shareholders of each company and I, as well as many others, believe firmly in the industrial logic of combining these two great American businesses. Amazingly, while HP’s board and management have also declared publicly that they recognize the potential benefits of consolidation, the only thing standing in the way of moving quickly toward a combination that could yield $2+ billion of cost synergies is HP’s board and management’s unreasonable refusal to engage in a customary mutual due diligence process. What is the downside of a mutual expedited due diligence process where there is so much to gain? Because I see no other plausible explanation for HP to refuse to engage in customary mutual due diligence, I am left to wonder whether this is simply a delay tactic aimed at attempting to preserve the lucrative positions of the CEO and members of the board, which they fear might be affected if a combination does take place.

The Seybold Report • Volume 19, Issue 23 • December 9, 2019

While this might sound cynical, over the last several decades as an activist I have made billions and billions of dollars not only for Icahn Enterprises but for all shareholders by standing up to managements and boards that have refused to do anything that would change the status quo, which might mean threatening their huge incomes. While there are many good and caring boards and managements, there also are many terrible ones that have cost shareholders dearly by failing to act in their best interests, as HP’s board and management seem to be doing now.


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I cannot believe that the recalcitrance of HP’s board is driven by any real confidence in its standalone restructuring plan, which the market, shareholders, and analysts met with extreme indifference and which seems to amount to little more than rearranging the deck chairs on the Titanic. The road to the graveyard on Wall Street is littered with the bones of companies, such as Eastman Kodak, which wasted a great deal of valuable time by coming up with one ill-fated plan after another and also failed to act decisively when transformative opportunities presented themselves.

I firmly believe that HP shareholders deserve the opportunity to decide for themselves whether a combination with Xerox makes sense before the idea is summarily rejected by HP’s board for reasons that may not align with the best interests of the company’s shareholders. I implore all HP shareholders who agree with me to reach out to HP’s directors to let them know that immediate action is necessary to explore this opportunity NOW while there is still a willing counter-party on the other side. Sincerely,

It is absurd for the HP board and management team, with such a history of under-performance and missteps, to claim to have had a sudden epiphany and now expect shareholders to trust them to execute a standalone restructuring plan rather than to even explore an opportunity to enter into a combination that could bring about a much needed $2+ billion of cost synergies and possibly save the company. Over the past few decades, we have created literally hundreds of billions of dollars of value for shareholders by guiding boards and CEOs to take the mostly obvious steps necessary to greatly increase the value of their companies. Our strong preference in all of our activist campaigns is to try to work in a friendly, cooperative manner with the leadership of the companies in which we invest and more often than not we have been successful in avoiding the expense and distraction that conflict brings. However, we sometimes do encounter decision-making, such as that which seems to be occurring now at HP, that is irrational and not in the best interests of shareholders and are thus forced to take action to protect the value of our investments. Over the years, I have seen many obvious “no-brainers” that would greatly enhance value and have worked hard to facilitate these, but I can say without exaggeration that the combination of HP and Xerox is one of the most obvious no-brainers I have ever encountered in my career–one where activism should not even be necessary at all because the merits of the combination are so obvious to everybody involved.

The Seybold Report • Volume 19, Issue 23 • December 9, 2019





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ANY NOTICE WHATSOEVER OF ANY SUCH CHANGES (EXCEPT AS OTHERWISE REQUIRED BY LAW). Certain statements contained in this letter are forward-looking statements including, but not limited to, statements that are predications of or indicate future events, trends, plans or objectives. Undue reliance should not be placed on such statements because, by their nature, they are subject to known and unknown risks and uncertainties. Forward-looking statements are not a guarantee of future performance or activities and are subject to many risks and uncertainties. Due to such risks and uncertainties, actual events or results or actual performance may differ materially from those reflected or contemplated in such forward-looking statements. Forward-looking statements can be identified by the use of the future tense or other forward-looking words such as “believe,” “expect,” “anticipate,” “intend,” “plan,” “estimate,” “should,” “may,” “will,” “objective,” “projection,” “forecast,” “management believes,” “continue,” “strategy,” “position” or the negative of those terms or other variations of them or by comparable terminology. Important factors that could cause actual results to differ materially from the expectations set forth in this letter include, among other things, the factors identified in the public filings of HP and Xerox. Such forwardlooking statements should therefore be construed in light of such factors, and the we are under no obligation, and expressly disclaim any intention or obligation, to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by law.

Our Take

Icahn is in the habit of writing these kind of open letters. For example, on August 28, 2019 a letter to fellow Occidental Petroleum (OXY) sharholders appeared online: In the letter Icahn says the company’s senior managers and Board are mis-managing the company and should be re-

The Seybold Report • Volume 19, Issue 23 • December 9, 2019

placed. He has written two other similar letters in the past few months. There is no proof the letters have achieved Icahn’s stated goals.The company’s stock price has dropped tremendously in the past few months from $53.17 on August 1, 2019 to $38.45 on December 4, 2019 (the cover date on this issue). But, Warren Buffett’s Berkshire Hathaway investment group bought 7.4 million shares in the company in mid-November. So, someone has not given up on OXY yet. By the way, here is the direct link to the HP shareholders letter reproduced earlier in this article: As we noted in recent issues of this newsletter, Icahn has recently acquired a great deal of stock in HP Inc. (and he states in the first paragraph of his letter), and is now, apparently, pushing HP to consider Xerox’s buy-out offer or a merger or some other kind of official and legal association with Xerox Holdings. And, as we noted in the previous issue of this newsletter, HP included a note in the company’s November 24, 2019 press release and letter indicating the company sent a copy of the letter to Keith Cozza, Chairman of Xerox Holdings Corporation; President and Chief Executive Officer, Icahn Enterprises L.P. Cozza is currently on the senior management team of Icahn’s investment firm and the Chairman of the Board of Xerox Holdings Corporation, which owns Xerox. No one at the Joss Group has is a lawyer, nor do we pretend to be stock market analysts. But, no professional knowledge or experience is needed to realize when something is just not right in a scenario such as this. It might, indeed, make good business sense for the two companies HP and Xerox combine their efforts in some way. The combined company would have many strengths, but Icahn seems too eager to make this deal happen quickly and with the additional wrinkle of Cozza batting for these two teams at the same time, perhaps HP shareholders other than Icahn have solid reasons to be skeptical. TSR


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Briefly Noted „„ Idealliance Releases Substrate Corrected Color Aim Calculator for Automatic Calculations for Profiling and Color Management idealliance-releases-new-scca-calculator

„„ Verso Announces Influence Coated Paper Promotion

„„ Anthropics Launches PortraitPro 19 https://www.

„„ Editor & Publisher Announces 2019 Eppy Award Winners

„„ Knepper Press Acquires Dual Print and Mail https://

„„ Epson Announces Next Generation All-in-One OmniLink DT Printers omnilink-dt-printers-2019

„„ Heidelberg Names Dr. Martin Sonnenschein New Chairman of Supervisory Board https://www.heidelberg. com/global/en/about_heidelberg/press_relations/press_release/ press_release_details/press_release_128832.jsp

„„ New Year Stock Exchange Notifies LSC Communications about Stock Share Price, Company Responds es/2019/11-26-2019-212928172

„„ Boston Barricade Achieves Sustainable Green Printing Partnership Printer Certification http://

„„ Printing Industries of American Names Laura Lawton 2019 Lewis Memorial Lifetime Achievement Award Recipient lawton-named-2019-lewis-memorial-lifetime-achievementrecipient

„„ Canon USA Congratulates Copyfree Document Imaging and Solutions on 40 Years of Success in Service and Customer Support com/internet/portal/us/home/about/newsroom/press-releases/ press-release-details/2019/20191209-copyfree/20191209copyfree „„ Canon USA Announces PIXMA G7020 Wireless MegaTank All-In-One Printer com/internet/portal/us/home/about/newsroom/press-releases/ press-release-details/2019/20191203-printer/20191203-printer

The Seybold Report • Volume 19, Issue 23 • December 9, 2019

„„ Printing Industries of America Announces June Crespo, Director of Board and Affiliate Relations of Printing Industries of America, is 2019 Naomi Berber Memorial Award Recipient https://www.printing. org/press-room/june-crespo-honored-with-2019-naomi-berberaward „„ EFI Hires Geoff Loftus to be Vice President of Global Inkjet Service


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The Latest Word Joss Group Announces Content Archive Project

The Joss Group, publisher of this newsletter and several others, has announced an online content archive project. Working in cooperation with Newsbank, the company has launched a content archive on its Web site. Although, at present, the archive contains only text from Joss Group newsletter article beginning in 2018 to present, the Joss Group has plans to extend the collection backward in time. There is no charge to search the archive, but there is a modest fee to read an article.The articles are text-only, meaning they contain no images. The Joss Group would like readers of this newsletter and their colleagues to visit the archive and send along comments (and buy a few articles). Please visit

Pantone Names 2020 Color of the Year

Pantone has announced the Pantone Color of the Year for 2020 is PANTONE 19-4052, Classic Blue. The company says the color is restful and inspiring at the same time, “Suggestive of the sky at dusk, the reassuring qualities of the thought-provoking PANTONE 19-4052 Classic Blue highlight our desire for a dependable and stable foundation from which to build as we cross the threshold into a new era.” As it happens, the year 2020 is also a major election year in the United States and includes (hopefully) electing a new President. And, the Democratic Party in the United States uses various shades of blue in its branding, logo, etc. So, some of the Joss Group staff and contributors have suggested perhaps Pantone’s choice of the color and its explanation for the choice is, perhaps, not entirely random and may well subtly signal the company’s hopes for 2020. Of course, we cannot say this for certain. But, the entire press release can be read in this way. For (just one) example, the press release announcing the choice says, “We are living in a time that requires trust and faith. It is this kind of constancy and confidence that is expressed by PANTONE

The Seybold Report • Volume 19, Issue 23 • December 9, 2019

19-4052 Classic Blue, a solid and dependable blue hue we can always rely on,” explains Leatrice Eiseman, Executive Director of the Pantone Color Institute.To read the full press release and to learn more about Pantone’s color choice for 2020, please visit

Monotype Releases 2020 Trends Report

Monotype has released a 14-page e-book about type trends in the coming year. The e-book is free, but completion of a brief registration form is required to access it. To learn more and to obtain the e-book, please visit

Affinity Publisher Named Mac App of the Year

Serif, the company that produces and sells Affinity Publisher, has announced Apple has named the publishing app as its 2019 App of the Year. This is the third time Apple has bestowed this honor on this app. To celebrate the win, Serif is currently offering a 30% discount off the app’s $49.99 price (one-time fee, no subscription required). Ashley Hewson, Serif’s Managing Director, says the company is excited about the honor. “Affinity Publisher was by far our biggest project so far, ... and the response to that has been unbelievable. And, we are honored to be named App of the Year again for Affinity Publisher, following on from Affinity Photo for iPad and Mac...Awards like this serve as further confirmation we are going in the right direction and making products that professionals around the world, who use them every day, genuinely appreciate.”

Recent Sales and Installations

„„ Bertelsmann Printing Group (Gütersloh, Germany) has concluded a subscription contract with Heidelberger Druckmaschinen Vertrieb Deutschland GmbH for two sites. „„ Graphic Village (Cincinnati,Ohio) has purchased an Océ VarioPrint i300 sheetfed inkjet press.


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From the Seybold Report Archive Volume 9, Issue 23, December 14, 2009

In personalized URL campaigns, marketers create an individual URL for each recipient that takes the person to a unique landing page and (sometimes) a mini-site, which typically includes a landing page, survey page, information page, and thank-you page. These sites can be personalized based on name only, customized (segmented), or personalized using more in-depth based on information from a database. Personalized URLs can be integrated into any direct mail campaign, whether print or e-mail. In addition to providing targeted messages, personalized URLs enable marketers to obtain in-depth analytics and deliver any opportunities to their salespeople for follow up in real time To succeed, personalized URL campaigns need one thing above all else— relevance. According to a survey done by Marketing Sherpa, more than 80% of people leave landing pages within eight seconds due to poor relevance, non-compelling design, or weak offer. Personalized URL campaigns are no exception. If you can hold respondents for the full eight seconds, you’ve got a better shot at converting them. …

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The Seybold Report • Volume 19, Issue 23 • December 9, 2019


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Profile for The Joss Group

Seybold Report Newsletter, Volume 19, Issue 23 • December 9, 2019  

In this 14-page issue: Dare to Be Different! By Raphael Ducos Ben Franklin Honor Society Publishes Book of Wisdom Essay Collection Carl Icah...

Seybold Report Newsletter, Volume 19, Issue 23 • December 9, 2019  

In this 14-page issue: Dare to Be Different! By Raphael Ducos Ben Franklin Honor Society Publishes Book of Wisdom Essay Collection Carl Icah...

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