A MAGAZINE OF NEW IDEAS, DEVELOPMENTS AND SOLUTIONS
VOL. 3, ISSUE 2
IN THIS ISSUE
MIXING IT UP
Escaping commoditization through cross media marketing
THE FUTURE OF INNOVATION
Bizucate’s Peter Muir on the art of being cutting edge
VOL. 3, ISSUE 2 • SPRING 2013
4 QuickSnap, the world's first 35mm film one-time-use recyclable camera
J Press 720 digital inkjet pre pres Super CCD E EX
Prescale (pressure measurement film) 1977
Sapientia, digital endoscope system
Digital diagnostic X-ray imaging system: FCR
High-speed color negative film 1976
ngle-8 (8mm motion picture film system), PS plates (for offset printing), Tapes for computers
8mm video cameras
Digital Minilab Minila Frontier 700 Series Astalift skincare serie
Micro filters (filtering film)
n paper, dcasting
Motion picture film awarded the Scientific & Technical Academy Award and an Emmy Award
1990 Velvia, color reversal film for professional photographers
Super CCD 1996
Minilab system, Floppy disks
Digital Minilab Frontier, APS system CTP plate, WV film
Innovative to the Core $ORRNDW)XMLÀOP·VEUHDNWKURXJKV
Cross Media & The Innovation of Print How printers are using cross media marketing to escape commoditization
Minding Our Business
The Change Game
ENERGY is published quarterly by FUJIFILM North America Corporation, Graphic Systems Division Copyright 2013 All rights reserved
Metrix Software’s Metrix®
Color Ink continues to adapt to an ever-evolving landscape
Conversations with Peter Muir, President, Bizucate
Kristi Hubert Editor & Publisher > email@example.com
A letter from Todd Zimmerman
JOIN OUR MAILING LIST. SIGN UP HERE.
Q&A with Peter Muir
Stock: Sappi 100# Opus Dull Cover and 100# Opus Dull Text Ink: Toyo Press: Komori LS 840 3ODWHV)XMLÀOP/+3-WKHUPDOSODWHV 6FUHHQLQJ)XMLÀOP&R5HV6FUHHQLQJ Coatings: Coatings & Adhesives High Gloss UV #5108C, Soft Touch #1512D with 1740 Aziridine
A LETTER FROM TODD ZIMMERMAN
Minding Our Business ith the constant stream of new gadgets today, it may be easy to conclude that innovation is rooted in higher technology. Surprisingly, history proves successful innovation is not about technology. Innovation is genuinely about a new way of thinking, new perspective, making things happen and generating original ideas. History also proves that embracing innovation can pay dividends on many levels. :HKDYHDORQJOLVWRILQQRYDWLYHDFFRPSOLVKPHQWVDW)XMLĂ€OPVHHÂ´,QQRYDWLRQWRWKH&RUHÂľSDJH ,QIDFWRXUFRPSDQ\ZDVIRXQGHGRQWKLVSULQFLSOH Although we are proud of our advances, we recognize these milestones would not be possible without fostering an innovative culture. We understand capitalizing on innovation often means having the ability to challenge the status quo and taking risks, even though itâ€™s scary to stray from what is comfortable. A healthy desire to innovate means having the right mindset to make it happen. Energ yâ€™s FRYHUVWRU\Â´7KH&XOWXUHRI,QQRYDWLRQÂľGHOYHVLQWRWKHPLQGVHWQHHGHGWRGHYHORSDQLQQRYDWLYHEXVLQHVVHQYLURQPHQW:HKRSHWKLVVWRU\ZLOO challenge you to think differently each and every day.
Being creative in the design of a new product or a new model demands a different kind of thought process.
2XUVHFRQGIHDWXUHÂ´&URVV0HGLD WKH,QQRYDWLRQ RI3ULQWÂľH[SORUHVWKHVSHFLĂ€FVE\WDNLQJDFORVHUORRN at our industry and the innovative dynamics of print DQGFURVVPHGLDFDPSDLJQV0D\EHEHFDXVHSULQWKDV become so familiar to us, it sometimes may not be considered imaginative; however, the use of print can be amazingly creative. *HRUJH%HUQDUG6KDZRQFHVDLGÂ´7KHUHDVRQDEOH man adapts himself to the world; the unreasonable one SHUVLVWVLQWU\LQJWRDGDSWWKHZRUOGWRKLPVHOI7KHUHIRUH DOOSURJUHVVGHSHQGVRQWKHXQUHDVRQDEOHPDQÂľ
,Q WKDW FRQWH[W ZH DUH VWULYLQJ WR EH D PRUH Â´XQUHDVRQDEOHÂľRUJDQL]DWLRQÂ˛RQHWKDWZRQÂˇWVHWWOHIRUPHGLRFULW\2XU goal is to make a difference through our innovative offerings and our innovative culture. We appreciate the continuing positive feedback on Energ y and we welcome your suggestions and ideas going forward. We remain steadfast in our commitment to new ideas, most importantly, to your continuing success.
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product PRODUCT SPOTLIGHT SPOTLIGHT
At its At most At its its most basic most basic level, basic level, workﬂ level, workﬂ owworkﬂ isow simply is owsimply ishow simply how materials how materials materials and and information information and information move move through move through through the production thethe production production process process –process from – from start – from start to ﬁstart nish. to ﬁnish. toThe ﬁ nish. The most The mostmost important important important aspectaspect ofaspect anyofproduction any of any production production process, process, process, of manufacturing, of manufacturing, of manufacturing, is efﬁ is ciency, efﬁisciency, efﬁciency, and print andand print is no print different. is no is no different. different. Maximizing Maximizing Maximizing efﬁciency efﬁefﬁ ciency is ciency critical is critical istocritical maintaining to maintaining to maintaining proﬁproﬁ tability. proﬁ tability. Ittability. allows It allows Itusallows tous to us to produce produce produce print more print print more cost-effectively more cost-effectively cost-effectively and, as and, sales and, as sales increase, as sales increase, increase, it allows it allows itusallows tousproduce tous produce to produce more without more more without having without having tohaving increase to increase to direct increase direct labor direct labor costs labor costs as well. costs as well. as well. Today,Today, nearly Today, nearly allnearly aspects all aspects allofaspects manufacturing of manufacturing of manufacturing are inare some in aresome way in some way controlled controlled way controlled by by by software. software. software. We’veWe’ve automated We’ve automated automated as many as many pieces as many pieces ofpieces theofprocess the ofprocess theas process possible as possible as and possible and and ® , Metrix an ®automated , an®,automated an automated job planning job planning job planning and imposition and imposition and imposition system, system, system, MetrixMetrix Software’s Metrix Software’s Software’s Metrix Metrix has been hashas abeen key been piece a key a key piece often piece often overlooked. often overlooked. overlooked. “Metrix “Metrix is “Metrix a tool is aprinters istool a tool printers can printers use canto can use become use to become to more become more efﬁmore cient efﬁcient in efﬁcient in in how work how how moves work work moves through moves through through their their operations,” their operations,” operations,” explains explains explains Bryan Bryan Bryan Hughes, Hughes, Hughes, product product marketing product marketing marketing manager manager manager for workﬂ for workﬂ for owworkﬂ products ow products ow products for FUJIFILM forfor FUJIFILM FUJIFILM NorthNorth America North America America Corporation, Corporation, Corporation, Graphic Graphic Graphic Systems Systems Division. Systems Division. Division. “Traditionally “Traditionally “Traditionally and even and and even stilleven today, still still today, today, planning planning planning has been hashas an been overlooked been an overlooked an overlooked area of area print area of print production. of print production. production. There There areThere highly are highly are skilled highly skilled people skilled people that people that planplan that work, work, plan butwork, but it’sit’s still but still often it’s often still done done often done with awith combination with a combination a combination of pen, of paper pen, of pen, paper andpaper experience.” and and experience.” experience.” But, asBut, print But, as shop print as print owners shop shop owners know, owners know, theknow, skill the required skill the skill required required to properly to properly to properly planplan andplan and route route and work route work often work often means often means a great means a great deal a deal great of time. ofdeal time. “How of“How time. a job “How a job a job will bewill manufactured, will be manufactured, be manufactured, or printed, or printed, or utilizing printed, utilizing utilizing the company’s the company’s the company’s equipment equipment equipment will will havehave will a large have a large impact a large impact on impact the on the proﬁ on proﬁ tability thetability proﬁ oftability of that that speciﬁ ofspeciﬁ that c speciﬁ c c job,” explains job,” job,” explains explains Hughes. Hughes. Hughes. “Metrix “Metrix is “Metrix a planning is a planning is a planning automation automation automation tool tool that that tool has tremendous has thattremendous has tremendous efﬁciency efﬁciency efﬁ opportunity ciency opportunity opportunity forfor anyany printer for printer anythat printer that plans plans that plans whether whether whether jobs should jobsjobs should beshould run bevia run beoffset, run via offset, via digital offset, digital ordigital even or even wide or even wide format wide format presses. format presses. And presses. And whatwhat And oftentimes what oftentimes oftentimes took took several several tookhours several hours canhours can now now can bebenow be done in done seconds.” done in seconds.” in seconds.”
ENERGY 2 2 ENERGY ENERGY
Metrix Metrix is aniseasy-to-use an easy-to-use software software thatthat determines determines thethe most most efﬁefﬁ cient, cient, cost-effective cost-effective project project plans plans from from a database a database of each of each shop’s shop’s presses, presses, ﬁnishing ﬁnishing equipment equipment and andstocks. stocks. Metrix Metrix thenthen establishes establishes standards standards forfor successful successful project project manufacturing manufacturing plans plansand and applies applies thatthat knowledge knowledge to future to future projects. projects. “Additionally, “Additionally, if a ifcustomer a customer makes makes a change a change – for – for example, example, changes changesthe thequantity quantity from from 2,000 2,000 pieces pieces to 5,000 to 5,000 pieces pieces – it–can it can have have anan effect effect onon that that job jobthat thatripples ripples throughout throughout the the plant. plant. It can It can have have an an effect effect onon thethe amount amount ofof stock stockthat’s that’sneeded, needed, it can it can effect effect the the equipment equipment on on which which thethe jobjob is run, is run, it can it can effect effect how howthat thatjob jobisis ﬁnished,” ﬁnished,” explains explains Hughes. Hughes. “Metrix “Metrix cancan reconﬁ reconﬁ gure gure thethe plan plan immediately, immediately,with with virtually virtually no delay.” no delay.” Thanks Thanks to the to the integrated integrated JDF JDF capability, capability, Metrix Metrix eliminates eliminates the theneed needfor fordesktop desktop imposition imposition software software andand converts converts thethe project project plans plans into into imposition impositiondata dataand and sends sends it directly it directly intointo thethe prepress prepress system. system. Metrix Metrix also also easily easily exchanges exchangesdata datawith with MIS, MIS, prepress prepress andand ﬁnishing ﬁnishing systems. systems. Metrix Metrix waswas originally originally introduced introduced at drupa at drupa 2004 2004 and, and, after after nearly nearly1010years yearsofof continuous continuous development, development, now now boasts boasts 1,200 1,200 users users in in 2525 countries. countries.The Thecompany’s company’s R&D R&D efforts efforts continue continue andand Metrix Metrix Software Software is currently is currently working workingonondeveloping developing the the ability ability to nest to nest irregular irregular shapes, shapes, which which is key is key forfor thethe growing growingwide wideformat format graphics graphics andand packaging packaging market. market. “In “In our our industry, industry, we we need need to look to look at creating at creating andand improving improving efﬁefﬁ ciencies cienciesand andMetrix Metrix provides provides an opportunity an opportunity to automate to automate a part a part of of thethe process process that’s that’s been been overlooked,” overlooked,” addsadds Hughes. Hughes.
WANT WANTTO TOLEARN LEARNMORE? MORE? Scan Scan thisthis QRQR code code oror visit visit www.metrixsoftware.com www.metrixsoftware.com forfor one-minute one-minute overview overview oror aa 10-minute 10-minute tour tour of of Metrix Metrix software. software.
Before BeforeMetrix Metrixcan canprocess process work work for for your printing plant, plant,its itsdatabase database isis populated populated to to describe your manufacturing manufacturingenvironment environment–– your your presses, binding machines, machines,stocks, stocks,and andvery veryimportantly, importantly, costing data for forpress presstime, time,stocks stocks and and so so on. on. Metrix includes a alibrary libraryofofstandard standardfolds, folds, but but custom custom folds can be added, added,along alongwith withcustom custommarks, marks, customers customers and, for some someprepress prepresssystems, systems,workﬂ workﬂow ow settings. settings. After Afterthe thedatabase databasehas hasbeen been set set up up for your speciﬁc manufacturing manufacturingenvironment, environment, each each Metrix operator processes processeswork workusing usingexactly exactly the the same same information, ensuring ensuringstandardized, standardized, error-free error-free impositions. To process processone oneor ormore more orders, orders, the the Metrix Metrix operator enters entersthe theproduct productspeciﬁ speciﬁcations cations (ﬁ (ﬁnished product size, size,quantity, quantity,ﬁﬁnishing nishingcharacteristics, characteristics, etc.) using a simple simplewizard, wizard,or orimports importsthese these details details directly from ananMIS, MIS,order orderentry entry system system or or website website storefront system, system,including includingcustom-developed custom-developed systems. The TheMetrix MetrixAuto AutoProduction Productionfeature feature then determines the themost mostcost-effective cost-effectiveprinting printing method, method, press, sheet size sizeand andlayout layoutfor foreach eachpossibility, possibility, and presents the ranked rankedresults resultswith withthe thecalculated calculated costs costs for each one. Once Oncethe thesolution solutionhas hasbeen beenselected, selected, it can always be ﬁﬁne-tuned ne-tuned––manually manuallyor orautomatically automatically using the Auto Layout Layoutfeature. feature. Once Once approved approved by by the the operator, operator, the plan is automatically automaticallyconverted converted into into imposition imposition data and exported exporteddirectly directly to to the the prepress prepress system, using industry industrystandard standardﬁﬁleleformats formats (JDF, (JDF, PDF) to ensure smooth smoothintegration. integration. The TheMetrix-generated Metrix-generated plan plan and and an an accompanying reportspecify specify every every detail detail of of the the project. The report reportincludes includesnotations notations of of dimensioned, dimensioned, scaled report diagramsand andidentiﬁ identiﬁes esthe theproduct product or or products to be diagrams produced,the thequantity quantityof ofeach eachproduct, product, selected press produced, equipment,stock stockand andgrain, grain,binding binding equipment and equipment, nishingdetails. details. ﬁﬁnishing
THE CULTURE OF INNOVATION
BUILDING A MINDSET THAT LEADS TO SUCCESS By Lorayne Bryan
the innovator’s day. Organizations must learn to celebrate and support people within the organization who are willing to challenge the status quo.” – Saul Kaplan, Founder & Chief Catalyst, Business Innovation Factory
oogle the word “innovation,” and in Value is the Essential Element .39 seconds, you’ll have 382 million Experimenting with new business models must be part of the business-asresults. It seems that “innovation” is usual mindset. “Business models just don’t last as long as they used to,” the buzzword du jour. A lot of people are looking for says Saul Kaplan, founder and chief catalyst of the Business Innovation Factory (BIF). BIF is a platform for transforming intractable systems such “the next new thing” (2 billion-plus Google results) as healthcare, education and entrepreneurship, where players — in both the private and public sector — can design and test new solutions in a realto revolutionize their lives and businesses.
Unfortunately, a lot of businesses merely are tweeting, chatting and blogging about innovation, and not actually making it a priority. That entails allocating the necessary resources and creating a culture that nurtures innovation. Oftentimes, organizations put all of their efforts into staying afloat rather than optimizing their current business model. Too many companies have a maintenancebased culture that minimizes their ability to recognize quantum changes that could threaten their relevance over time.
world environment. “Historically, CEOs have managed a single business model over their entire careers. Today, all organizations must be capable of designing, prototyping and experimenting with new business models.”
The threat of being disrupted, even to the point of being put out of business or no longer being financially viable, is true for every leader today. “If you’re not considering these issues and designing new business models, then you’re at great risk of being disrupted – of losing competitive position,” Kaplan says.
THE CULTURE OF INNOVATION
So, is all new technology innovative? Are all new business models innovations? Should you buy some new equipment to keep disruption at bay? Kaplan says value is an essential element RILQQRYDWLRQÂ´$QLQQRYDWLRQLVDEHWWHUZD\WR deliver value in the market place. Itâ€™s different than an invention. Itâ€™s not an innovation until it VROYHVDSUREOHPDQGGHOLYHUVYDOXHÂľ
XQGHUVWDQG WKHLU H[SHFWDWLRQVÂľ VD\V 7HUU\ 0LWFKHOO93RIPDUNHWLQJIRU)XMLĂ€OP*UDSKLF 6\VWHPV 'LYLVLRQ Â´2QFH \RX NQRZ WKH parameters required to satisfy your customersâ€™ needs, then the challenge becomes learning how changes in products or production processes will help you meet these challenges and setting SULRULWLHVIRUZKDWÂˇVPRVWLPSRUWDQWÂľ
7DNH=LSFDUWKHZRUOGÂˇVOHDGLQJFDUVKDULQJ network with more than 730,000 members. It didnâ€™t invent the automobile. It created a business model that solved a problem and delivered value WRLWVFXVWRPHUV0HPEHUVXVH=LSFDUDVDQHDVLHU and more affordable option to owning or renting DFDU,WÂˇVDPRUHIOH[LEOHRSWLRQWKDQSXEOLF WUDQVSRUWDWLRQÂ´=LSFDULVRQHRIWKHEHVWEXVLQHVV PRGHOLQQRYDWLRQH[DPSOHVRXWWKHUHÂľ.DSODQ VD\VÂ´,WKDVFUHDWHGDFXOWXUHRIHPSOR\HHVDQG customers that feel theyâ€™re part of a movement. 1RSXQLQWHQGHGÂľ
)RUH[DPSOHLISURGXFLQJIDVWHUWXUQDURXQG of shorter print run lengths at lower cost is the FKDOOHQJH0LWFKHOOVD\VWRDVN\RXUVHOIZKDW changes in the print production process will get \RXWKHUH,VLWDSURFHVVFKDQJHZLWKH[LVWLQJ ZRUNĂ RZDQGHTXLSPHQWRULVLWDSSOLFDWLRQRI QHZZRUNĂ RZRUQHZHTXLSPHQWWKDWZLOOPHHW the challenge?
7KDQNVWR$YLVÂˇUHFHQWDFTXLVLWLRQRI=LSFDULWKDV an opportunity to disrupt the car rental industry HQWLUHO\Â´=LSFDULV$YLVÂˇVDQGER[WRVFDOHDFDU sharing model with the potential to disrupt the DXWRPRWLYHDQGFDUUHQWDOLQGXVWU\Âľ.DSODQVD\V Â´=LSFDUFDQKHOS$YLVEHFRPHDPDUNHWPDNHU instead of a share taker, as long as they can resist the temptation to impose their core car rental EXVLQHVVPRGHORQWKHXSVWDUWWUDQVIRUPHUÂľ
Understanding Your Customer /LNHWKH=LSFDUEXVLQHVVPRGHOVRPHRIWKHPRVW SRSXODULQQRYDWLRQVRIRXUWLPHÂ˛)DFHERRNH%D\ $PD]RQÂ˛UHTXLUHGOLWWOHQHZWHFKQRORJ\%XWQHZ technology often is a catalyst for innovation. With technology evolving rapidly, how should printers start the process of implementing innovation into their operation? Â´7KHILUVWVWHSLVWRIRFXVRQWKHFXVWRPHU for whom you are creating value and better
Take a Wide-Lens Perspective :K\GLGQÂˇW$YLVRU+HUW]FUHDWHD=LSFDUPRGHO" :K\GLGQÂˇW6RQ\FUHDWHDQL7XQHVFXOWXUH":K\ didnâ€™t Blockbuster make movies available via mail or the Internet? While the technology was there, some companies are so absorbed with their current business models that they donâ€™t allocate time or resources to designing new ones. Â´:HQHHGWRJHWFRPIRUWDEOHZLWKWKHGXDOLW\ of improving our current business model and GHYHORSLQJQHZEXVLQHVVPRGHOVÂľ.DSODQVD\V Â´7KHMRERIOHDGHUVLVWRNQRZKRZWRFRQYLQFH people their organization has to do both things DWWKHVDPHWLPH7KLVPHDQVEXVLQHVVPRGHO LQQRYDWLRQLVWKHQHZVWUDWHJLFLPSHUDWLYHÂľ 7KHSULQWLQGXVWU\LVQRH[FHSWLRQ,WVOHDGHUV DOVRFDQJHWWRRZUDSSHGXSLQWKHGD\WRGD\ RSHUDWLRQVÂ´2IIVHWSULQWHUVNQRZDQGXQGHUVWDQG RIIVHWSULQWLQJZRUNĂ RZVDQGSURFHVVHVÂľ0LWFKHOO VD\VÂ´6FUHHQSULQWHUVNQRZDQGXQGHUVWDQG VFUHHQSULQWLQJSURFHVVHV7KHLUSURILWPRGHO is based on what they do today. Adopting new WHFKQRORJLHVVXFKDVGLJLWDOLQNMHWRUZRUNĂ RZ
software is a change and possible disruption to the business. I think innovative companies recognize this, but donâ€™t let that stand in the way or prevent them from adopting new technologies DQGQHZLQQRYDWLRQVÂľ &KDQJHKDVEHFRPHDVWDQGDUGEXVLQHVVSUDFWLFH for many companies that relied heavily on WUDGLWLRQDOSULQWVHUYLFHVDGHFDGHDJR7DNH 0HW]JHUVDQ2KLREDVHGPDUNHWLQJVHUYLFHV provider that has been evolving and growing for more than three decades. Starting as a typesetter, the company has transitioned into a premiere marketing solutions provider, with the infrastructure to support printing, mailing, IXOĂ€OOPHQWDQGDKRVWRIRWKHUUHODWHGVHUYLFHV $QGVHYHUDOPRUHOHDGLQJHGJHVROXWLRQVDUH LQGHYHORSPHQWÂ´$FRPSDQ\QHHGVWRKDYHD mindset of growth and a desire to change and be GLIIHUHQWÂľVD\V-RH0HW]JHUSUHVLGHQWDQGRZQHU Â´,IWKH\FKRRVHWRGRVRHYHU\QHZRUSRVVLEOH LQQRYDWLYHLGHDVKRXOGEHH[SORUHGÂľ When you view innovation from a market segment perspective, as most printers have learned, itâ€™s important to recognize that a lot of innovation and disruption come from RXWVLGHWKHVHJPHQWÂ´,IDOO\RXGRLVORRNDW innovation from the perspective of the printing or communications market you operate within and the competitors you compete against, you are very vulnerable to being blindsided by new ways to solve problems and leverage WHFKQRORJ\Âľ.DSODQVD\VÂ´0DQ\WLPHVQHZ approaches and different ways of doing things FRPHIURPRXWVLGHWKHVHJPHQWÂľ Kaplan encourages leaders to lift their heads up and look beyond the boundaries of the VHJPHQWVWKH\FRPSHWHLQWRGD\Â´/RRNLQJ through the lens of your current business model will most likely result in incremental changes, at best. Business model innovation
â€œA company needs to have a mindset of growth, change
or choose to be different. If they choose to do so, every new or possible innovative idea should be explored.â€? â€“ Joe Metzger, President & Owner, Metzgers
must be treated like an epoch journey with all the wide-eyed enthusiasm of a young child exploring new territory for the first time.”
Leverage New Technology The printing services industry has relied on conventional print practices, and printed materials as its primary method to communicate or market products, services and information. But Mitchell says all that is changing. “The quality and speed of inkjet, for example, is changing conventional thinking about cost-effective printing to meet the challenges of fast turnaround of short run length jobs,” he says. “There is new software that is helping harness the production power of high-speed inkjet printers especial ly when producing multiple versions or variable data printing. A trend toward digital delivery of information versus printed materials, and the integrat ion of web and mobi le commu n icat ions is sh ift ing demand for print. These are all factors for today’s pr i nt product ion shops to – Terry Mitchell, VP of Marketing, consider as they look to the Fujifilm Graphic Systems Division future of their businesses and how they need to change and innovate to be more successful.”
“...I think innovative
companies recognize this, but don’t let that stand in the way or prevent them from adopting new technologies and new innovations.”
5 Reasons companies fail at business model innovation Saul Kaplan’s explanation for why organizations fail at business model innovation can be found in five simple reasons. In fact, the founder and chief catalyst of the Business Innovation Factory, included them in his book, “The Business Model Innovation Factory: How to Stay Relevant When the World is Changing.”
Business model innovation requires a lot more experimentation than many business leaders are comfortable with today. But simply tweaking existing business models won’t work. “Technology as a sustaining innovation may improve the efficiency of current business models, but it will not result in the transformation that we all want and need,” Kaplan says. “We need to learn how to leverage technology for disruptive innovation and to experiment with new business models—move out on the edge.” Going outside the silo is the key. “Out on the edge is where there is the greatest knowledge flow and where fresh ideas end up creating the most value,” Kaplan says. “It’s the innovator’s day. Organizations must learn to celebrate and support people within the organization who are willing to challenge the status quo, to bring totally different perspectives on delivering value to the table and are willing to take experimental risks to explore new models.” It’s about getting past innovation as a buzzword. “We need to be more willing to actually experiment and reduce the penalty for failing,” Kaplan says. “It’s time to get the ideas off the whiteboard and see if they work. It’s time to stop admiring the problems and to start exploring business model innovation as the new strategic imperative for all leaders who want to stay relevant in a changing world.”
7KHFRPSDQ\LWNHHSVVD\VLWDOO,Q7KRPVRQ5HXWHUVÂˇÂ´7RS*OREDO,QQRYDWRUVÂľOLVW)XMLĂ€OPVWDQGVDORQJVLGHVRPHRIWKHZRUOGÂˇV PRVWLQQRYDWLYHFRPSDQLHVÂ˛ODXGHGWHFKQRORJ\OHDGHUVVXFKDV$SSOH'X3RQWDQG3URFWRUDQG*DPEOHDPRQJRWKHUV 7KHOLVWUHFRJQL]HVWKHFRPSDQLHVWKDWDUHÂ´DWWKHKHDUWRILQQRYDWLRQÂľLQWRGD\ÂˇVHYHUFKDQJLQJ EXVLQHVVODQGVFDSH6HOHFWLRQIRUWKH7KRPVRQ5HXWHUVÂˇOLVWLVEDVHGRQIRXUSULQFLSOHFULWHULD RYHUDOOSDWHQWYROXPHSDWHQWJUDQWVXFFHVVUDWHJOREDOUHDFKRIWKHSRUWIROLRDQGSDWHQWLQĂ XHQFH DVHYLGHQFHGE\FLWDWLRQVXVLQJ7KRPVRQ5HXWHUV'HUZHQW:RUOG3DWHQWV,QGH[ÂŽ and its other leading intellectual property tools. )RUPRUHWKDQ\HDUV)XMLĂ€OPKDVSODFHGDQHPSKDVLVRQLQYHVWLQJLQUHVHDUFKDQGGHYHORSPHQWWKDWEHJDQZLWKWKHGHVLJQDQGSURGXFWLRQ RIĂ€QHTXDOLW\SKRWRJUDSKLFSURGXFWV,QLWVĂ€VFDO\HDU)XMLĂ€OPVSHQWELOOLRQRQWKHUHVHDUFKDQGGHYHORSPHQWRIWKRVHIXQGDPHQWDO FRUHWHFKQRORJLHVRQDGLYHUVHUDQJHRIQHZSURGXFWVDQGEXVLQHVVHV7KLVLQQRYDWLYHPLQGVHWKDVEHFRPHDZD\RIGRLQJEXVLQHVVIRU)XMLĂ€OP Â˛DQLGHDOWKDWLVFRPPXQLFDWHGWKURXJKLWVWDJOLQHIRUWKHEUDQG)XMLĂ€OPH[SHFW,1129$7,21
'HoQHWKHLPSRUWDQFHRIDFRPSDQ\EHLQJLQQRYDWLYHWRGD\ ,QQRYDWLRQLVFULWLFDOWRVXFFHVV7RGD\WKHUHDUHQHZSUHVVXUHVDQGQHZEXVLQHVVFRQGLWLRQVGHPDQGLQJZHSHUIRUPDQGRSHUDWHDQGVHUYHRXU customers more effectively. No one is alone in facing these issues; no industry is immune from the pressures of the modern business environment. We see our response, and the collective responses, as a key element determining the outcome of how we will perform. For many, the ability to adapt and change will determine if some organizations will be able to remain viable. Innovation not only applies to technology and our product development, it is part of our management philosophy and our strategic planning.
Motion picture film, Plate-making film 1934
Prescale (pressure measurement film
Industrial X-ray film
High-speed color negative film
Single-8 (8mm motion picture film system), PS plates (for offset printing), Tapes for computers 1965
Color reversal film & still cameras
Non-carbon paper, Videotapes for broadcasting
Micro filters (filter
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+RZKDVLQQRYDWLRQPDGH)XMLoOPDOHDGHULQWKHSULQWLQJLQGXVWU\" We believe this is due to our commitments and our culture. Our heritage in imaging technology is core to printing and the graphic DUWVDQGWKHVHHOHPHQWVUHPDLQLQWHUFRQQHFWHG7HFKQRORJ\DGYDQFHPHQWVDQGQHZLPDJLQJWHFKQRORJ\JUDSKLFVDQGSULQWDUH becoming more and more interrelated as business models evolve and markets collide. :HVHHWKHOLQHVRIEXVLQHVVPRYLQJDVWKHSULQWLQJLQGXVWU\HYROYHV7KLVLVWKHFDVHZLWKPDQ\RIRXUFXVWRPHUVDQGZHVHH it in other industries. Our leadership position has been gained through the introduction and development of new technologies that enable our customers to improve their processes and enhance their service offerings. We have a keen understanding of the industry and what improvements they need to be successful. Staying close to our customers and our markets will remain core to our strategy for serving them effectively. We will continue providing them with new products to enable them to make improvements as their requirements change and their needs for HIĂ€FLHQFLHVLQFUHDVH2XUOHDGHUVKLSSRVLWLRQGHSHQGVRQWKLVDELOLW\ZHPXVWGHOLYHUWKHEXVLQHVVEHQHĂ€WVRXUFXVWRPHUVQHHG in order to serve the evolving market.
:KDWGRHVWKHIXWXUHKROGIRULQQRYDWLRQDW)XMLoOP" ,QQRYDWLRQLVDFRUHFRPSRQHQWRIRXURUJDQL]DWLRQ2XUFRPSDQ\ZDVIRXQGHGRQWKHGHYHORSPHQWRIDQHZĂ€OPIRUWKHPRWLRQ SLFWXUHLQGXVWU\QHDUO\\HDUVDJR7KLVFRPPLWPHQWWRLQQRYDWLRQGULYHVRXUFXOWXUHDQGRXULQYHVWPHQW:HEHOLHYHWKLVLVRXU VXFFHVVDQGRXUIXWXUH1HZLQQRYDWLRQVLQFRDWLQJDQGLPDJLQJWHFKQRORJ\KDYHGULYHQ)XMLĂ€OPSURGXFWDGYDQFHPHQWVDFURVV many other industries; innovation is the driving force behind our beginning, what we have done as an organization and where we are going. 2QHH[DPSOHZRXOGEHZKDWZHVHHLQWKHGHYHORSPHQWRIQHZLQNMHWWHFKQRORJLHV,QNMHWDQHZLPDJLQJWHFKQRORJ\LVEHLQJ GHSOR\HGLQWKHJUDSKLFDUWVLQGXVWU\DVZHOODVLQRWKHUIRUPVRISURGXFWPDQXIDFWXULQJLQRWKHULQGXVWULHV)XMLĂ€OPLQNMHWWHFKQRORJ\ is now improving the manufacturing of products ranging from commercial print and packaging to printed circuit boards and ceramic tile. Weâ€™re accustomed to the change innovation brings, we welcome it and we continue to strive for it every day.
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The Change Game To adapt to an ever-evolving landscape, Color Ink continues to transform itself
n its natural habitat, a chameleon will change its appearance â€“ from green to brown and even orange â€“ to adapt to a new environment. Itâ€™s key to the animalâ€™s well being, not to mention its survival. Itâ€™s not all that different
in todayâ€™s printing industry, where printers must adapt to an ever-changing environment, often changing their companyâ€™s appearance to maintain survival.
Thatâ€™s precisely what Color Ink has done over the companyâ€™s nearly three-decade history. Founded in 1984, Color Ink now is a $25 million printer with more than 100 fulltime employees. But the Sussex, Wis., company has undergone a number of changes â€“ even changing its â€œcolor.â€? The company started as an art studio, specializing in providing high-end creative services to several Milwaukee-based large industrial companies and aptly was named Black Ink. The companyâ€™s founder, Jim Meissner, also brokered a good deal of printing and, in 1985, installed the companyâ€™s first press, a Heidelberg MO single-color press. Through the years, printing became the driving force behind the company and there was less of a focus on creative services. With that in mind, the company changed its â€œcolorâ€? to Color Ink. â€œAs the industry has transformed, weâ€™ve been able to transform our business as well,â€? says Todd Meissner, Color Inkâ€™s president and son of founder, Jim. â€œWe realized several years ago that commercial printing was going to experience a downturn and that was going to mean that we would need to adapt â€“ once again. We realized we needed to diversify.â€? After enjoying several years serving mostly local customers in and around Milwaukee, Color Ink expanded and began working with customers on a more national level and, in 1995, gradually began moving the business into the visual in-store retail market. â€œIn-store retail was a natural progression for us,â€? Meissner says. â€œThere was a local printer that we were working with that had several national retail accounts and that printer was doing a lot of catalogs. So, they needed a shop with sheetfed capabilities to do the covers and the inserts and we partnered. They introduced us to their contacts that were buying direct mail, in-store signage and a variety of other types of pieces as well. As their needs changed, we changed as well.â€? Today, nearly two-thirds of Color Inkâ€™s business is in the in-store retail market, including in-store advertising, point-of-purchase displays, signage and posters. Quite a different look for a company that started out as an art studio with a handful of employees. That segment of Color Inkâ€™s business has continued to grow at a rapid pace, requiring Meissner and his team to keep pace 10
Pro-8 gave us a great deal of pH[LELOLW\LQRXU ZRUNHVSHFLDOO\ LQWKHW\SHVRI materials weâ€™re DEOHWRSULQWâ€? â€“ Mike LaForest, VP of Operations, Color Ink
ZLWKWKHHYHULQFUHDVLQJYROXPHRIZRUNDVZHOODVZLWKYHU\ODWHVW WHFKQRORJLHV7KHQHZHVWDGGLWLRQWR&RORU,QNÂˇVSURGXFWLRQDUVHQDOLV DQHZVXSHUZLGH8YLVWDU3URIURP)XMLILOP 7KH8YLVWDU3URDW&RORU,QNWKHILUVWWREHLQVWDOOHGLQ1RUWK America, is a hybrid grand format press capable of printing roll PDWHULDOXSWRLQFKHVZLGHDWVSHHGVRIPRUHWKDQIW SHUKRXU,QDGGLWLRQWKH3URFDQSULQWULJLGPDWHULDOVDVODUJH DVIRRW[IRRWXSWRIRRWWKLFN Â´7KH8YLVWDU3URJDYHXVDJUHDWGHDORIIOH[LELOLW\LQRXUZRUN HVSHFLDOO\LQWKHW\SHVRIPDWHULDOVZHÂˇUHDEOHWRSULQWÂľVD\V0LNH /D)RUHVW&RORU,QNÂˇV93RIRSHUDWLRQVÂ´7KLVSUHVVDOVRJLYHVXVD JRRGDQGHFRQRPLFDOVROXWLRQIRUSURMHFWVUHTXLULQJORQJHUUXQVÂľ One of the major advancements of the Uvistar 3URSODWIRUPLVWKHLQFOXVLRQRIDFRPSOHWH set of light colors within the ink set, which increases print quality without compromising print speed. Other improvements to the design include an automated media handling system for rig id media, a fully automated backlit printing RSWLRQ WKH DELOLW\ WR VZLWFK EHWZHHQ DQG FKDQQHO SULQWLQJ PRGHV DQG DQ LQWXLWLYH new operator interface.
Â´,IQRWIRUWKLVGHYLFHZHZRXOGKDYHKDGWRSXUFKDVHDQRWKHU FXWWHURUILQLVKLQJV\VWHPRIVRPHVRUWÂľ/D)RUHVWVD\VÂ´7KLVZD\ weâ€™ve solved some of our finishing bottleneck issues and have EHHQDEOHWRLQFUHDVHERWKRXUDELOLWLHVDQGRXUFDSDFLW\Âľ $VDUHVXOWRI&RORU,QNÂˇVLQFUHDVHGFDSDELOLWLHVLQWKHLQVWRUHUHWDLO market, the company has been able to take some market share from both silkscreen printers as well as from large format litho printers. Â´:HKDYHQÂˇWEHHQDEOHWRWDNHRYHUWKRVHPDUNHWVEXWZHDUHFHUWDLQO\ more competitive on a broader range of projects, much more than ZHÂˇYHHYHUEHHQEHIRUHÂľ0HLVVQHUVD\VÂ´<HWZHVWLOORXWVRXUFHWRERWK RIWKRVHJURXSVÂľ 0XFKRI&RORU,QNÂˇVZRUNLVZLWKODUJHQDWLRQDOUHWDLOHUVWKDWQHHG to implement a variety of programs in a variety of it HUDWLRQVDOODFURVVWKHFRXQWU\7KDWUHTXLUHV&RORU Ink to not only have the capacity for large print runs, but also the ability to customize according to indi YLGXDOPDUNHW7RFKDQJHLI\RXZLOOWKHORRNRID campaign to suit a specific environments. Addition ally, those retailers want to work with a shop that can also handle fulfillment and distribution. In essence, theyâ€™re looking to do it all with a single source.
industry has transformed, weâ€™ve been able to transform our business as well.â€?
Â´:KHQ\RXÂˇUHZRUNLQJZLWKODUJHQDWLRQDOUHWDLOHUV WKH\RIWHQGRQÂˇWZDQWWRVSOLWXSDFDPSDLJQÂľ/D)RU HVW VD\V Â´7KH\ ZDQW D FRPSDQ\ WKDW FDQ WDNH FDUH RIDOORILWÂ˛IURPVWDUWWRILQLVKLQVRPHFDVHV7KH\ ZDQWVRPHRQHWRGRHYHU\WKLQJÂľ
%RWK0HLVVQHUDQG/D)RUHVWDJUHHWKDWWKHORZ ownership and operational costs were another â€“ Todd Meissner, President, Color Ink 7KDW FDQ EH D FKDOOHQJH IRU VRPH SULQWHUV %XW IRU factor in their decision to install the press. Ad &RORU,QNLWLVMXVWSDUWRI WKHFRPSDQ\ÂˇV'1$)URP ditionally, the ability to cut media inline has proven to be an advantage and has helped increase overall capacity. its earliest days as an art studio that provided creative services to today DQGWKHFRPSDQ\ÂˇVUHSXWDWLRQDVDQDWLRQDOVXSSOLHUIRULQVWRUHUHWDLO SURJUDPV&RORU,QNKDVPDQDJHGDQGPDLQWDLQHGDQXPEHURI VHUYLFHV and capabilities, all focused around customersâ€™ needs. In fact, today, the FRPSDQ\ ERDVWV IW of space, including complete fulfillment and distribution services.
7KHVHQDWLRQDOFDPSDLJQVDOVRUHTXLUHDQDELOLW\WRERWKFRQWURODQG manage color consistently, ensuring a cohesive look all across the coun WU\Â´:HDUH*FHUWLILHGIRUFRPPHUFLDOZRUNÂľ/D)RUHVWVD\VÂ´,QIDFW weâ€™re master G7 certified, so weâ€™re can qualify our own machines and that allows our customers to have tremendous confidence in the work weâ€™re producing for them. Because of our G7 certification, they know weâ€™re able to guarantee their precise color on every piece, all around WKHFRXQWU\Âľ $VWKH\ÂˇYHGRQHWKURXJKRXW&RORU,QNÂˇVKLVWRU\0HLVVQHUDQGKLVWHDP keep a continual eye on the future, anticipating changes to the industry and always at the ready to change their colors just a bit.
How printers are using cross media marketing to escape commoditization
even years ago, after years of watching print volume decline at his father’s quick print franchise in Connecticut, Zachary Schwartz realized the marketing world had changed forever. Under pressure to cut costs and follow consumers online, more organizations were shifting their spending away from print and toward email, organic
search, digital advertising and other media. Like many such companies, the franchisor responded by adding a tagline to its logo to emphasize it provided both printing and marketing services. It even launched a national rebranding campaign. But it just wasn’t sticking. “All quick print franchisers are trying to do this by changing their names,” Schwartz says. “The problem is that if you look like a printer and smell like a printer, you’ll be treated like a printer, and you won’t be able to charge for the value of services you are providing.” In 2009, while still helping run his father’s shop, Schwartz decided to hold a seminar titled “1:1 Personalized Communication Strategies and Integrated Direct Marketing” to demonstrate how to stimulate consumer actions and improve campaign response and ROI. Using a personalized invitation, enclosed in red metallic envelopes, he invited 310 marketers to the his father’s shop to attend the seminar. The invitations asked each marketer to log in to a personal URL, or PURL, register online and answer a few additional questions.
“The problem is that if
you look like a printer and smell like a printer, you’ll be treated like a printer, and you won’t be able to charge for the value of services you are providing.” – Zachary Schwartz, Founder & Creative Executive Officer, Fusion Cross Media
When marketers from several Fortune 500 companies showed up for the seminar, Schwartz demonstrated how he could use the PURLs, email, print and other media to craft a highly personalized, measurable, one-toone marketing channel. In late 2010, Schwartz opened Fusion Cross Media, one door down from the print shop, and began offering cross media marketing services. Cox Business Media, which sent representatives to the seminar, hired Fusion to craft a direct mail campaign using PURLs and QR codes that doubled their direct mail response rate. That surfaced a lead from a building supplies company that was able to generate a major business builder campaign for his father’s print shop. “Being a smaller shop, we have the ability to adjust and look at technology, and not just have these huge pieces of iron that we have to keep running all day,” Schwartz says. “We have to diversify.”
Why Cross Media Marketing is Your Friend Launching a cross media marketing business may seem counterintuitive to some printers, since email and online marketing are what’s cannibalizing their print business. In reality, printers can transition to a cross media marketing model gradually and in a way that greatly enhances not only the value they bring to clients, but their own profits as well. More to the point, there is no stopping it. Not only have consumers changed the way they shop, but in a slow growing economy, marketers are examining their spending more closely than ever, too. “It comes down to return on investment,” says Jim Mikol, a Chicago-based consultant specializing in advertising production and strategic marketing operations, and the former senior VP of print at the global marketing firm Leo Burnett. “Marketers are looking to squeeze efficiencies out of all programs,
whether that is television, print or radio. In the last five to seven years, there has been a real effort to look at what these spends are and apply metrics to determine their return on investment.” The good news is that just like Zachary Schwartz and his father, shops all over the country are making the transition and learning how print can become even more powerful when integrated into a cross media campaign. Consider a 2011 campaign by Stein Mart Inc. stores, one of more than 500 case studies available from PODi, a Rochester, N.Y.-based non-profit trade association dedicated to helping printers, manufacturers and marketers integrate digital technologies into their marketing. The campaign started with a mailing of 20,000 postcards, but ultimately drove 30,068 people to log onto a microsite. Of those, 84.7 percent had responses to social sharing via text message, e-mail or social media. Another 10.1 percent responded to direct sharing such as posting the URL in a blog. Only 5.2 percent of those who visited the microsite actually received the direct mail piece. The 7.8 percent direct mail response rate alone was more than two times higher than the 2 to 3 percent rate Stein Mart typically sees. By the end of the campaign, the retailer added 13,868 customers to its database thanks to the social media, email and text sharing, according to PODi’s case study.
Cross Media Economics 101 Cross media marketing can also enhance a printer’s margins. Consider the luxury car manufacturer that decides it can no longer justify the expense of printing and mailing 45,000 postcards a day. Its printer, which is earning a 5-cent mark-up on every postcard, stands to lose $2,250 a day in profit. But what if that printer told the manufacturer he could help them transition to e-mail with a print-led cross media marketing campaign that would provide much greater and continuous insight into their customers’ behavior and provide real-time metrics? The printer’s pitch might go something like this: We will print and mail a direct mail piece that will invite each recipient to visit a PURL, where they will be asked to provide their email address, other contact information, which of your products most interest them and any other information you, the client, deem appropriate. The PURL will then generate custom content provided in advance by you, the client, based on the consumers’ responses. That PURL then becomes a platform for both delivering and measuring their responses to future campaigns, including offers to coupons or special rewards. In this model, the printer continues charging 80 cents per postcard, but lowers his fee to 10 cents for emails. Because it only costs a penny to send an email, the printer actually increases its profit per name from 5 cents per post card to 9 cents per email. “If you know your printing volume will decrease and that you will only get 5 cents per piece, why wouldn’t you do this?” asks Wrich Printz, president and CEO of L2 Inc., a San Jose, Calif., firm that specializes in helping printers deliver multi-channel and cross media marketing campaigns to its clients. “If you can convert those names to email addresses and can control the campaign, it does not matter whether you are sending an e-mail or a direct mail. It’s irrelevant.”
Better still, the printer can better segment the client’s list based on e-mail open rates, their responses and the specific content they read on their PURL. “This way, you are only sending the consumer something relevant,” Printz says. “You make print the gateway to mobile and to the Internet. Print becomes the first stop for getting these consumers online.” From selling a commodity to becoming a trusted business partner Another advantage of this model is that the transition occurs gradually, because it takes time to convert all of a client’s postal addresses to email addresses. That means the client will continue to generate print jobs for months, if not years, to come. Perhaps most importantly, the printer transitions from the commoditized business of printing and mailing to a more value-added business of helping clients develop more intimate
relationships with their customers and prospects. As custodian of the data, the printer becomes more valuable. “It means the printer is a trusted partner, and the client does not have to call on their own internal resources to deploy the campaign,” Printz says. Finally, the printer’s business is in a better position to pitch higher margin premium print jobs because he’s helped his client identify its most valuable customers or prospects. For example, the printer can suggest the client reward its biggest spenders or its most inf luential brand ambassadors with custom posters, calendars and other printed products. Or, the printer could simply help them determine who should receive printed catalogs, which might have been otherwise phased out completely.
requires hiring creative talent or training an existing employee, either of which ultimately may leave the company. A printer could merge with a local marketing agency, but that might mean competing directly with other marketing agencies that are print customers. Printz formed L2 in 2001 to offer printers a third option, which basically is outsourcing cross marketing. L2’s online Fuse marketing platform gives customers a one-stop, single-vendor option for rolling out multi-channel marketing campaigns that use variable print data for direct mail, email, microsites, PURLs, short message service and QR codes. This enables the printer to become what Printz calls a “marketing operations prov ider.” I n t h is role, t he pr i nter becomes the client’s trusted go-to partner for executing cross media campaigns. This approach avoids conflict of interest wit h t h ird-part y market ing agencies and allows manufacturers with in-house creative talent to outsource execution to their printer.
“Any one media
“ S end i n g t hose c ustomer s a not her e-mail is pointless, but sending them a nice envelope with two free tickets to an event is well worth it if your client is selling a big ticket item,” Printz says. “You are essentially taking print out of the realm of junk mail and making print part of the reward.”
is not nearly as effective when used by itself as it is when used in combination.”
Like Fusion Cross Media, many printers are finding the best way to break into the business is to launch an in-house campaign – Jim Mikol, Advertising Production & to demonstrate to prospects what cross Strategic Marketing Operations Consultant media marketing can do. “Any one media is not nearly as effective when used by itself as it is when used in combination,” Mikol says. “When you start Picking a strategy combining these things together in a campaign so that you have print The challenge for commercial printers is to find a strategy that makes – such as a magazine ad or direct mail – connected to social media sense for their business. For most, rebranding their shop as a marketing or embedding QR codes in printed material, that’s when a campaign service provider (MSP) probably doesn’t always make sense. Success becomes incredibly effective.”
Peter Muir, President, Bizucate
Entrepreneur. Educator. Consultant. Marketer and innovator. For more than 15 years, Peter Muir has been a trusted resource within the graphic communications industry. As president RI%L]XFDWH,QFKHKHOSVKLVFOLHQWVoQGSURoWDEOHRSSRUWXQLWLHVLQKRZWKH\XWLOL]HPXOWLĂŞ channel communications to learn, grow and go further. Energy sat down with him to get his take on the importance of innovation and where itâ€™s taking our industry. In general, how do you define innovation? Innovation is about translating an idea or invention into goods or services that create value that customers will pay for. What I like about that GHĂ€QLWLRQLVWKHOLQNIURPLGHDWRDFWLRQ Define innovation today as it relates to the printing industry. Innovation in printing isnâ€™t about the ability to print â€“ thereâ€™s nothing innovative about that. The ability to print is commonplace. Yes, new technologies are being developed around inkjet and nanography, but the printing industry is evolving into a combination of services, along with or in addition to, print. Being innovative is about using your business to create products and services that help your customers do more with their businesses.
is about using your business to create products and services that help your customers do more with their business.â€œ
What is the progress of innovation as i t r e l a t es t o t e c h n o l o g y ? There always will be â€œnewâ€? technology. Much of it will be an improvement on what exists. A small amount truly will be innovative, something never done before. But, again, I believe the use of technology to do more for your customers and their businesses â€“ beyond fast turnaround, lower costs and acceptable quality â€“ will be a key differentiator in the future in what people value and are willing to pay a premium for. It will be a combination of technology and unique services that are built around customer needs and opportunities. What is the progress relating to business models? Thereâ€™s more innovation in business models than in technology. Services that help printers grow their businesses by acquiring new customers, keeping the ones they have, selling more for more, helping the printer sell what they do, exploring with those printers where they can go, strategically powered by the innovative business models from organizations who can KHOSWKHLUFXVWRPHUVJHWWKHUHÂ˛WKDWÂˇVZKHUHWKHSURĂ€WVDUH
What factors are slowing down innovation? An assumption that there is no more innovation to be done. Closed mindedness. A disinterest in trying new ways to do the same things as well as trying new things never done before. Some of the best innovations in business have been simple and reactionary to customer needs â€“ but they also are combinations of services and products many customers never knew they could have. The only way that works is to keep an open mind and have a willingness to try. What factors are driving innovation? The need for differentiation, the need for customer satisfaction and the need to delight the customer. A genuine interest in being entrepreneurial â€“ taking risk where others havenâ€™t or wonâ€™t. Itâ€™s this kind of behavior that uses innovation to leapfrog competitive offerings and create something that takes an idea all the way to market â€“ a market that not only needs it, but wants it.
Whatâ€™s coming in the way of innovation? 7RPRUURZÂˇVLQQRYDWLRQVZLOOEHDERXWWKHSURĂ€WDEOH combinations of people, processes and technology making incredible services that are truly remarkable. Weâ€™re watching new roads of communication being GHĂ€QHGLQWKHZD\RIPRELOHORFDWLRQEDVHGVHUYLFHVVHDUFKLQWHJUDWHG PXOWLFKDQQHOFRPPXQLFDWLRQVDQGPXFKPRUH%DVLQJÂ´QHZÂľDURXQG PDUNHWQHHGRUGHĂ€QLQJQHZSRVVLELOLWLHVPDUNHWSODFHVFDQEHVHUYHGLQ ways they never knew. Thatâ€™s tomorrowâ€™s innovation.
Fo r m o r e i nsi g h ts o n i n n ova t i o n, yo u ca n r e a c h Peter Muir at firstname.lastname@example.org.
Why you should expect more from your paper and your paper company. In these challenging times, you need more than just the highest quality paper competitively priced. You need a paper company that genuinely understands what you’re facing everyday and is constantly working to help you succeed now and in the future. That’s Sappi. The Standard Sappi is committed to promoting the viability and relevancy of print. One of the ways we bring this commitment to life is with The Standard, our series on how to use print to create unique and compelling campaigns.
Growing the Future Sappi continues to make capital investments to ensure our paper mills are state-of-the-art and globally competitive. We’ve invested over $37 million in our paper machines this year alone.
e-Business Solutions From on-the-go mobile apps to our latest tool—echat, Sappi is at the forefront of making it easier for you to do business with us through a robust suite of eBusiness solutions.
eQ Providing videos, white papers, eQ blog, eQ Tool, and product beneﬁts statements all to help you lead the conversation when it comes to paper and sustainability.
Printers of the Year Celebrating how your hard work is an art form and rewarding this work with much needed ﬁnancial resources to strengthen your marketing and branding initiatives.
Digital Design Center Personalizing your marketing collateral to help you sell your unique digital printing capabilities.
Ideas that Matter Since its inception in 1999, 500 nonproﬁt projects have been funded with $12 million worldwide to causes that enhance our lives, our communities and our planet. This strategic initiative powerfully illustrates how print can promote social good.
Off Register It’s no surprise that printers love Sully. He gets to say everything you guys are thinking. He gets “it”…because we get it.
For more information on any of these important initiatives, please contact your Sappi sales representative, or call 800.882.4332.
L O S E T H E S E L AT E LY ? Too much makeready? Registration problems? Underestimated dry-time? We hear you ... and we can help, before you lose your shorts.
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