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The Information Resource for Commercial, Sign & Digital Printing
NOVEMBER 2014
Offset Print Technology:
What Does The Future Hold? Page 16
Sheets Run on Inkjet Presses
at Gilson Graphics Page 18
Johnson’s World:
How to Market Your Print-related
Services in 10 Seconds or Less Page 38
Fujifilm’s John Spych discusses
the importance of color and inks.
MyPRINTResource.com/12008870
▼▼
▼▼
Dynamic Direct Mail: Making the Mail Piece “Sticky”MyPRINTResource.com/11248095
Keeping Your In-Plant RelevantMyPRINTResource.com/11532588
Overcoming Obstacles: Learning to Design for the WebMyPRINTResource.com/11532642
The Questions that Get the SaleMyPRINTResource.com/11573877
Drops On Demand:
Making Water Work With INKJET INKSPage 14
QP_01_Cover1114.indd 1 10/16/14 1:02 PM
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4 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4 www.MyPRINTResource.com
NOVEMBER 2014
Quick Printing (ISSN 0191-4588) (USPS:500-850) Volume 38, Number 2, is published monthly by Cygnus Business Media Inc., 1233 Janesville Ave., P.O. Box 803, Fort Atkinson, WI 53538. Periodicals postage paid at Fort Atkinson, WI 53538, and additional mailing offices. Printed in USA. Throughout this issue, trademarked names are used. Rather than put a trademark symbol in every occurrence of a trademarked name, we are using the names only in an editorial fashion and to the benefit of the trademark owner, with no intention of in-fringement. Entire contents copyright 2014, Cygnus Business Media Inc. All rights reserved. Diverse views of readers are welcomed. Publisher assumes no responsibility for unsolicited manuscripts. Subscriptions: one-year: $50; two-year: $95 to U.S. and possessions; Canada/Mexico: one-year: $70; two-year: $135. Other countries, one year: $100; two-year: $190. Single copy: $10; quantity available. Quick Printing is a controlled publication distributed to qualified members of the graphics communication industry. When changing your mailing address, please give six weeks’ notice, providing both old label as well as new information. Subscribers who do not wish to appear on rented mailing lists should contact us directly. Postmaster: Send address changes to: Quick Printing, P.O. Box 3257, Northbrook, IL 60065-3257. Canada Post PM40612608. Return Undeliverable Canadian Addresses to: Quick Printing, P. O. Box 25542, London, ON N6C 6B2. Canadian GST #842773848.
ContentsTABLE OF
F E A T U R E S
14 Drops on Demand:
Making Water Work with Inkjet Inks
High-speed production inkjet presses require a greater symbiosis
of ink, paper, and press—and even other parts of the production
process, such as finishing. By Richard Romano
16 Does Offset Printing Have a Future? Of course it does! Taking a quick look back—and a long look
forward—at the graphic arts technology that laid the foundation
for an industry.
By Jeffrey Steele
18 Sheetfed Print Capabilities Expand with
Inkjet Technology from Fujifilm A blend of sheetfed offset and inkjet production keeps Gilson
Graphics growing. By Howard Riell
COLUMNS
20 CASE STUDY
By Tom Crouser
22 MONEY TALK
By Stuart Margolis
23 DIGITAL ORIGINAL
By John Giles
24 EXECUTIVE SUITE By David Claerbaut, PhD
25 SALES CLINIC
By Dave Fellman
26 ASSOCIATION INSIGHTS
By Samantha Lake, NAPL
27 HUMAN RESOURCES
By Debra Thompson
38 JOHNSON’S WORLD
By Steve Johnson
DEPARTMENTS
6 Editorial: Pressing On
8 Printing News
29 Supplier Directory/ Classifieds
34 Ad Index
35 New Products
W E B E X C L U S I V E (Read these articles at MyPRINTResource.com)
ONLINE FEATURES
Dynamic Direct Mail: Making the Mail Piece “Sticky”MyPRINTResource.com/11248095
Keeping Your In-Plant RelevantMyPRINTResource.com/11532588
Overcoming Obstacles: Learning to Design for the WebMyPRINTResource.com/11532642
The Questions that Get the SaleMyPRINTResource.com/11573877
O N T H E C O V E R
Inkjet output is looking more vibrant than ever—despite inherent challenges posed by water on substrates during the technology’s reproduction process.
35
18
QP_02-05_TOC1114.indd 4 10/17/14 11:43 AM
Graph Expo 2014 may be fi nished, but the race continues—to grow your business, serve your clients and increase
your profi ts. Konica Minolta helps you break into the lead with hi-tech innovations like 3D printing. FileAssist for
Graphic Communications, the cloud-enabled tool for secure mobile access to information. All Covered IT Services, to
manage your IT without adding personnel to your payroll. And our exclusive EngageIT Xmedia services, the industry’s
fi rst cloud-based cross-media marketing platform for print, web and mobile media.
Find out how to we can help you build customer loyalty with new technology, services and solutions!
When it comes to digital production, we wrote the book...
© 2014 KONICA MINOLTA BUSINESS SOLUTIONS U.S.A., INC. All rights reserved. Reproduction in whole or in part without written permission is prohibited.
KONICA MINOLTA, the KONICA MINOLTA logo, bizhub, and Giving Shape to Ideas are registered trademarks or trademarks of KONICA MINOLTA, INC.
WeAreProductionPrint.com
For more information, visit MyPRINTResource.com/10006286
QP_02-05_TOC1114.indd 5 10/17/14 11:43 AM
PRESSING ON
6 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4 www.qu i c kp r i n t i n g . c om
GROUP PUBLISHER Kelley Holmes [email protected]
800-616-2252 x6104
EDITORIAL Denise M. Gustavson Denise. [email protected]
DIRECTOR 800-616-2252 x6218
EDITOR Mark Vruno [email protected]
800-616-2252 x6225
Senior Bob Hall [email protected]
Consultant
Sr. Contributing Tom Crouser [email protected]
Columnists David Fellman [email protected]
John Giles [email protected]
Contributing David Claerbaut [email protected]
Columnists Mitch Evans [email protected]
Steve Johnson [email protected]
Stuart Margolis [email protected]
Joe Rickard [email protected]
Debra Thompson [email protected]
CORPORATE 3 Huntington Quadrangle, Suite 301 North
OFFICE Melville, NY 11747
Phone: 800-308-6397 Fax: 631-845-2741
Account Executives Kimberly Jorgensen x6103 [email protected]
Paul Zimmerman x6214 [email protected]
Production Manager Suzette Schear x6260 [email protected]
Art Director Yuly Osorio x1732 [email protected]
European Sales Representative, ITSL Media
Julian Maddocks-Born, Sales Director
[email protected], +44 (0)1442 230033
Benedict Hume, Sales Manager
[email protected], direct line +44 (0)1442 288287
CIRCULATION Jackie Dandoy x1711 [email protected]
For change of address or subscription information,
call 800-547-7377, fax 920-563-1704, or
REPRINT SERVICE For reprints and licensing, please contact Nick Iademarco
at Wright’s Media 877-652-5295 ext. 102 or
LIST RENTALS Elizabeth Jackson [email protected]
847-492-1350 x18
CEO John French
CFO Paul Bonaiuto
SVP, Strategy & Business Development Blair Johnson
VP, Marketing Gerry Whitty
VP, Audience Development Julie Nachtigal
VP, Technology Eric Kammerzelt
VP, Production Operations Curt Pordes
VP, Human Resources Ed Wood
www.MyPRINTResource.com
Q U I C K P R I N T I N G • P R I N T I N G N E W S • W I D E - F O R M A T I M A G I N G
These Kids Today…
When it comes to filling generational gaps, I’d rather
listen to the stereo than to stereotypes. By Mark Vruno
People try to put us d-down. (Talkin’ ‘bout my generation.)
Iconic British rock band The Who released its “My Generation” hit
song as a single 49 years ago this month; a month later, in December of
1964, Pete Townshend, John Entwistle, Roger Daltrey, and Keith Moon
released their debut album of the same name. Cultural stereotypes
would have us believe that these four guys were just a bunch of dope-smoking,
hippie rebels from England.
The year 2015 is around the corner, but some perceptions never change. For
example, fill in the multiple-choice blanks: Today’s kids are ________.
a) lazy, unmotivated slackers
b) excuse-makers who refuse to be held accountable
c) loyal workers
d) diligent and dedicated
e) all of the above
The correct answer, of course, is all of the above. But the so-called Millennial
Generation often gets a bad rep. The biggest myth that needs busting. perhaps,
is that Millennials possess a poor work ethic. That generalization is hogwash (the
younger readers among us might say “crap”), according to QP’s “Human Resourc-
es” columnist Debra Thompson. It is akin to saying that all young people in the
1960s and ’70s had long hair and took recreational drugs. On page 27, Thompson
points out that the 18-to-32-year-old crowd will soon be either working for you or
buying from you, if they’re not already. Keeping an open mind is a prerequisite
for her and other, more seasoned print firm owners like her. (Members of the
Millennial Generation outnumber Baby Boomers, she reports.)
Thompson also cites research proving that Millennials can be loyal workers. I’d
have to agree. Matt, the auto mechanic who maintains my car, is in his mid-20s
and works his butt off. He has been working at the same shop for eight years and
is ready to take over the business when the owner retires. Good for Matt!
Different Can be GoodDown on the ‘print farm,’ instilling a nose-to-the-grindstone work ethic is the
first step in transitioning the family business, according to industry consultant
Tom Crouser, another columnist featured in this issue (see page 21). Also, on page
38, regular contributor and printing company owner Steve Johnson tries to relate
to his teenage daughter. He discusses how to effectively market your services to
today’s Millennials—in 10 seconds or less!
Now I’m no prude, but when did profanity become acceptable in the work-
place? Recently, I saw an informal job description for a contributing columnist
position at a metropolitan daily publication targeting 18- to 34-year-old readers.
Candidates need to come up with creative story ideas and “pitch some really
good shit,” the hiring editor wrote in an email. She concluded with, “Don’t be an
asshole.” Okay, but doesn’t that kinda go without saying lol?! #ohmygosh Wait,
I’m showing my age, err, my seasoned, professional status.
The more things change, the more they stay the same. But let’s at least learn
from the past and not walk around in an old-school funk like a bunch of old
farts. Hey, I’m not trying to cause a big s-s-sensation; I’m just talkin’ ‘bout our
g-g-g-generation! ◗◗
QP_06-07_Editorial1114.indd 6 10/17/14 12:36 PM
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QP_06-07_Editorial1114.indd 7 10/17/14 12:36 PM
N E W S O F T H E P R I N T I N G I N D U S T RY AT A G L A N C E
www.MyPRINTResource.com8 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4
NEWS
HP to Separate Into Two Companies in 2015Hewlett-Packard (HP) plans to separate into two new pub-
licly traded Fortune 50 companies: one comprising HP’s enter-
prise technology infrastructure, software, and services busi-
nesses, which will do business as Hewlett-Packard Enterprise,
and one that will comprise HP’s personal systems and printing
businesses, which will do business as HP Inc. and retain the
current logo. Immediately following the transaction, which is
expected to be completed by the end of fiscal 2015, HP share-
holders will own shares of both Hewlett-Packard Enterprise
and HP Inc.
Meg Whitman, President and Chief Executive Officer of HP,
and Cathie Lesjak, Chief Financial Officer of HP, will hold
these positions with Hewlett-Packard Enterprise. When the
separation is complete, Whitman will also serve on the Board
of Directors of Hewlett-Packard Enterprise, and Pat Russo will
move from Lead Independent Director of HP to Chairman of
Hewlett-Packard Enterprise.
Dion Weisler, Executive Vice President of HP’s Printing and
Personal Systems business, will lead HP Inc. as President and
Chief Executive Officer. Whitman will serve as non-executive
Chairman of HP Inc.’s Board of Directors.
MyPRINTResource.com/10005824
Muller Martini and MBO America PartnerMuller Martini North America and MBO America have agreed
to partner in support of the marketing, sales and distribution
of pile- and roll-fed Presto II Digital saddle stitching technolo-
gies. This nonexclusive agreement emanates from the organiza-
tions’ similar manufacturing and customer service ideologies.
Muller and MBO America’s highly complementary technology
mix enables the optimum level of flexibility when configuring
the Presto II Digital.
Muller Martini: MyPRINTResource.com/10006773
MBO America: MyPRINTResource.com/10006604
Inkjet Direct MailTo meet growing demand for personalized direct-mail
campaigns, IWCO Direct has expanded its digital platform
with the addition of Océ ColorStream3900 digital inkjet
presses from Canon at its facilities in Chanhassen, MN, and
Hamburg, PA.
“Our dig ita l plat-
form is more than just
a print platform. Com-
bined with our Proprietary Intelligence model, it is a powerful
marketing tool that allows our customers to enjoy improved
return on their marketing investment through higher response
rates and lower postage costs,” explains CEO Jim Andersen.
These two installations mark the fifth and sixth 3900 mod-
els that IWCO has added across its platform since January
2013. In Minnesota, the company also recently installed a
Bell and Howell Inveloper wrap-based finishing system, which
integrates with its digital print technology to produce more
creative and personalized outer envelopes and offer selective
inserting. An additional benefit of its platform is the ability
to provide single-stream optimization for deeper geographic
concentrations and the ability to qualify for Saturation and
High-Density Carrier Route rates, the firm reports.
MyPRINTResource.com/10117888
Mohawk Maker Campaign Honored by AIGA Mohawk was recently honored for the company’s Maker Cam-
paign by AIGA in the association’s annual Justified Design Com-
petition. Mohawk was one of 19 brands honored for exemplary
case study submissions that demonstrate the value of design in
a clear, compelling and accessible way.
The Maker campaign was manufactured by Hybrid Design,
with Creative Direction provided by Dora Drimalas and
Design by Caleb Kozlowski. Hybrid initially began to model
the campaign as an exercise to raise awareness of the Mohawk
Superfine grade, and then it evolved into an investigation of
Mohawk as a brand and how the company and paper itself
are culturally relevant.
During the process, the paper industry’s chief communica-
tion device—the paper sample—was re-imagined to connect
with contemporary culture and redefined to alter the industry’s
perspective of paper in a progressively digital world.
The Mohawk Maker Campaign featured several key elements
designed to communicate experiences that are unique to paper,
to elevate print communications, and to highlight the beauty
and tactility of fine paper.
The 19 winning entries survived three rounds of evaluation
by the jury, which was chaired by Christopher Simmons, and
included Dana Arnett, Kate Aronowitz, Cameron Campbell, Joe
Gebbia, Jennifer Kinon, and Jeremy Mende.
MyPRINTResource.com/10006743
AlphaGraphics of Downtown Raleigh Acquires Commercial Printing Company
AlphaGraphics of Downtown Raleigh has finalized its acqui-
sition of 120-year old Commercial Printing Company, a lead-
ing provider of visual communications and print in Raleigh.
Commercial Printing Company will now operate as part of the
AlphaGraphics global franchise network of locally owned print-
ing companies.
Through this acquisition, Commercial Printing Company is
able to expand its services to include multichannel marketing,
communications, digital design, and large format works such as
full-scale banners and vehicle wraps. AlphaGraphics of Down-
town Raleigh will have an opportunity to increase its customer
base as well as leverage the Commercial Printing Company
name, which has been a Raleigh staple since 1894.
The offset printing market can largely be considered stable and “right- sized.”
—Bruce Leigh Myers, assistant professor at the
RIT School of Media Sciences, page 16
QP_08-13_PrintingNews1114.indd 8 10/17/14 12:19 PM
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QP_08-13_PrintingNews1114.indd 9 10/17/14 12:19 PM
N E W S O F T H E P R I N T I N G I N D U S T RY AT A G L A N C E
www.MyPRINTResource.com10 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4
The combined companies, Commercial Printing Powered by
AlphaGraphics, represent over 200 years of experience and a
deeply rooted commitment to the printing industry and to the
state of North Carolina. By joining forces, AlphaGraphics of
Downtown Raleigh and Commercial Printing Company will
expand to over 20 employees and will be able to provide cus-
tomers with enhanced printing and marketing communica-
tions services. The new partnership allows all parties to extend
their capabilities to work on innovative new projects for the
Raleigh business community at large.
MyPRINTResource.com/11713892
GPO Moves to Cloud Technology The U.S. Government Printing Office (GPO) is moving the
agency’s email to the cloud using Microsoft Office 365. This
transition will simplify the agency’s IT infrastructure, gain
greater functionality, and enable faster upgrades for future
enhancements. In addition, GPO will benefit from a larger
mailbox size, increased email archiving, anti-spam and mal-
ware services, collaboration tools, and online meeting capabili-
ties. Although several other Government agencies have already
made the transition to the cloud, GPO is the first legislative
branch agency to move its email to the cloud and expects to
complete the migration by January 2015. This strategy supports
GPO’s transformation to a digital information platform.
MyPRINTResource.com/10160778
Colonial Press Chooses Sunday 3000 Web-Offset Press
At GRAPH EXPO 14, Colonial Press International, Miami,
FL, sealed the deal for a new 2x8 Goss Sunday 3000 press that
will triple the printing firm’s existing press output and boost
competitive capacity across a broader range of products. The
75-inch-wide 2x8 format of the new five-unit Sunday 3000
press is unique in the market and was the key feature behind
Colonial’s decision.
Twice as wide as any of the company’s existing presses, the
new Sunday press has a cut-off of 22.25 inches and will be
installed with both a pinless PFF3.2 folder and a JF80G jaw fold-
er. This configuration will enable Colonial to produce standard
8.5x11-inch as well as double-parallel and tabloid products. The
speed, format, and configuration of the new Sunday 3000 press
means that it will triple Colonial’s existing press capacity and
allow the firm to offer customers new production efficiencies
in terms of cycle times and print turnaround.
MyPRINTResource.com/10005592
New Print Firm in Heart of Silicon Valley Installs 5-color, 8-up Press
It takes bold confidence in future of print to invest more
than $3 million in a new printing company startup. And that’s
exactly what 25-year veteran printing firm owner Mike Mah-
moudi did when he hired nine people and opened Nino Press, a
10,000-square-foot plant in the heart of Silicon Valley in 2013.
The business serves some of the biggest names in global technol-
ogy along with fellow commercial printers—differentiating on
job turnaround speed, dependability, and print quality.
When it came time to decide on a flagship offset press for his
new company, Mahmoudi, a trained electrical engineer, choose
a five-color, eight-up Ryobi MHI 925 offset press with aqueous
coater. Today, it runs nearly full-out over two shifts, six days a
week. Nino Press specializes in high-quality books along with
the full gamut of commercial and high-margin specialty print.
The 16,200-sph press was sold by Kian Hemmen of Print &
Finishing Solutions (PFS), Placentia, CA, and is fully serviced
by PFS, which covers the Western U.S. for Ryobi MHI’s distri-
bution group, Graphic Systems North America. PFS is a GSNA
co-founder and partner.
MyPRINTResource.com/10362877
Multichannel Marketing Firm Transforms Digital Print Operations
Valtim, a Forest, VA multichannel marketing and fulfillment
provider, has expanded its portfolio by implementing a Ricoh
InfoPrint 5000 GP continuous feed inkjet print platform. Since
installing Ricoh’s InfoPrint 5000, Valtim has achieved higher
throughput on diverse papers, shortened its service level agree-
ment (SLA) run time by up to two weeks, and integrated real-
time, personalized messaging.
“Ricoh is the greatest invest-
ment the company has made.
With their commitment to
training and services, they’re
integrated into our team, so
they’re part of the Valtim family now,” said operations direc-
tor David Baldtree. “We’re always striving to understand and
manage a customer’s message and deliver it in as many ways
as possible through multichannel media. With the InfoPrint
5000, we now have the technology to help spread our custom-
ers’ messages even further.”
In addition to the InfoPrint, Ricoh also provides Valtim with
integrated sales support training and service support, helping
to ensure that it receives comprehensive guidance and training
long after the initial installation and are able to market the
benefits of their new installation to its customers effectively.
MyPRINTResource.com/10007712
Sealing the deal made at GRAPH EXPO 14 (l to r): Phill Tilley (Goss); Mike D’Angelo (Goss); Daniel Michaels, COO, Colonial Press; Graham Trevett (Goss); Jorge Gomez, CEO, Colonial Press; Jose Gomez, Chairman, Colonial Press; Rick Nichols, CEO Goss International Corp.
QP_08-13_PrintingNews1114.indd 10 10/17/14 12:19 PM
UNLEASH
THE FULL POWER
OF PRINT.
We started to think of ourselves as
a marketing company, not just a
printer...and Canon helped us make
it happen.
“
”MIKE SEVIGNY
President of Chromatic Lithographers
©2014 Canon U.S.A., Inc. All Rights Reserved. Canon is a registered trademark of Canon Inc. in the United States and may also be a registered trademark or trademarks in other countries.
Apple and Magic Mouse are trademarks of Apple Inc., registered in the U.S. and other countries.
PRODUCTION SOLUTIONS
Today’s world of print is constantly changing, creating new
demands every time a customer walks through the door.
Fortunately, you have more to offer your clients than ink on
paper. You provide vision and creativity. And now, you can
have the tools to help realize that power for your clients.
Fueled by your ingenuity, we develop solutions that allow you
to take on more work, more customers and bring more of your
creativity to a project. So as you plan for the future, get more
than a return on your investment—expect to see a return on
your ideas.
Go beyond printing at:
usa.canon.com/enablingcreativity
MyPRINTResource.com/10004298
QP_08-13_PrintingNews1114.indd 11 10/17/14 12:19 PM
N E W S O F T H E P R I N T I N G I N D U S T RY AT A G L A N C E
www.MyPRINTResource.com12 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4
Madden Communications to Streamline Manufacturing Workflow
At GRAPH EXPO 14, Madden, purchased a complete EFI
Monarch print MIS/ERP suite. The MIS/ERP software will be
implemented in 2015 and will give Madden more-complete
ERP (enterprise resource planning) management capabilities.
“With EFI Monarch, we can begin offering best-practice
functionality and a consolidated system to manage manufac-
turing,” said Madden IT director Allan Furman.
The Monarch system will replace several legacy, proprietary
software systems at Madden, as well as existing third-party
ERP software that is not developed for print manufacturing.
The Monarch system also will integrate with an existing EFI
PrintFlow Dynamic Scheduling system in use at the company.
MyPRINTResource.com/10005156
Dscoop Celebrates 10 Years of Leadership Dscoop kicked off its 10th anniversary at GRAPH EXPO
14. Additionally, Dscoop released its first-ever white paper:
“Dscoop: 10 Years of Transforming Digital Print,” which gave
an in-depth look into the organization’s history, achieve-
ments, and future.
This anniversary will be celebrated with its global commu-
nity of members and partners through the following events
throughout the next year:
• DscoopX, the 10th Dscoop Annual Conference, will be
held March 5-7, 2015 at the Gaylord National Resort & Con-
vention Center in Washington, DC.
• The 2015 Dscoop EMEA (Europe, the Middle East and Afri-
ca) Conference will be held at the Dublin Convention Center
in Dublin, Ireland from June 3-5, 2015.
• 2015 APJ Conference (Asia Pacific and Japan) will be held
in conjunction with IGAS 2015, the International Graphic Arts
Show, in Tokyo, Japan from September 11-16, 2015.
MyPRINTResource.com/10118081
Pageflex Joins Harlequin Partner NetworkAt Pageflex has been selected as one of the inaugural mem-
bers of the recently formed Harlequin Partner Network. This is
the first formal partner program launched by Global Graphics
to bring together the ecosystem of software developers whose
products are used in conjunction with the Harlequin RIP.
As a Harlequin Network Partner, Pageflex will collaborate
with Global Graphics on technical and marketing activities.
The cooperative relationship will give each company an effi-
cient framework for product development and integration,
and will benefit the hundreds of joint customers they have
throughout the world.
Pagefex: MyPRINTResource.com/10007070
Global Graphics: MyPRINTResource.com/11713507
Bell and Howell and RISO PartnerBell and Howell and RISO, Inc.have announced a new North
American affiliation. Through their agreement, Bell and How-
ell will sell and service RISO ComColor high-speed full-color
inkjet printers in North America.
“This exciting arrangement allows both companies to
achieve our mutual goals of delivering the very best technol-
ogy, expertise and service to the market. Our customers now
have access to one of the widest ranges of high-speed full-color
inkjet printer solutions available today,” stated Ramesh Ratan,
CEO of Bell and Howell. “Our commitment to delivering best-
in-class solutions is our first priority, and RISO’s excellent rep-
utation, flexibility and leadership in this important market
makes them the perfect partner.”
Bell and Howell: MyPRINTResource.com/10004157
Riso: MyPRINTResource.com/10007725
Kluge Announces Strategic Alliance with Eagle Systems
Dscoop kicked off its 10th anniversary at GRAPH EXPO
14. Additionally, Dscoop released its first-ever white paper:
“Dscoop: 10 Years of Transforming Digital Print,” which gave
an in-depth look into the organization’s history, achieve-
ments, and future.
This anniversary will be celebrated with its global commu-
nity of members and partners through the following events
throughout the next year:
• DscoopX, the 10th Dscoop Annual Conference, will be
held March 5-7, 2015 at the Gaylord National Resort & Con-
vention Center in Washington, DC.
• The 2015 Dscoop EMEA (Europe, the Middle East and Afri-
ca) Conference will be held at the Dublin Convention Center
in Dublin, Ireland from June 3-5, 2015.
• 2015 APJ Conference (Asia Pacific and Japan) will be held
in conjunction with IGAS 2015, the International Graphic Arts
Show, in Tokyo, Japan from September 11-16, 2015..
Kluge: MyPRINTResource.com/10004180
Eagle Systems: MyPRINTResource.com/10912548
PEOPLE IN THE NEWSAMSP/NAPL/NAQP Chairman Tom Duchene has
announced a transition of executive leadership at the com-
bined association. Effective January 12, 2015, J. KENNETH
GARNER will become association Chief Executive Officer,
succeeding Joseph P. Truncale, Ph.D., CAE. Truncale has
QP_08-13_PrintingNews1114.indd 12 10/17/14 12:19 PM
www.MyPRINTResource.com
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MEDIA CENTER
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ing Profits for Flexographic Printers, MyPRINTResource.
com/11230990
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Social
announced his intention to step down at that time to become
Chief Executive Officer of the New York City-based Public
Relations Society of America. AMSP/NAPL/NAQP was created
this year through the merger of the Association of Marketing
Service Providers, National Association for Printing Leader-
ship, and National Association of Quick Printers.
PIERRE-ALAIN BRUGGER, PhD, has joined CMA Imag-
ing's consulting group. Under his direction, CMA Imaging
Consulting will fulfill vendors' and service providers' increased
demand for inkjet media development and nanotechnol-
ogy consulting services. CMA Imaging's existing Consulting
Division delivers custom color proofing assistance on digital,
hybrid, offset, and gravure platforms, for applications includ-
ing packaging and sign and display.
STEVEN OVERMAN has joined
Eastman Kodak as chief marketing
officer and senior VP of corporate
marketing. Overman, 46, who
reports to CEO Jeff Clarke and is a
member of the company’s Execu-
tive Council, is the author of the
forthcoming book, The Conscience
Economy: How a Mass Movement
for Good Is Great for Business.
Overman previously served as VP
and global head of brand strategy
and marketing creation for Nokia
and also was among the first employees at Wired magazine.
RORY MARSOUN has been promoted as VP Flexo Business
Development at Esko. In his new role, Marsoun will determine
the direction of the flexo business in North America, acting
as a liaison with the company's product development staff in
Germany. He also will be involved with strategic and market-
ing direction and supporting the North American sales staff.
Most recently, Marsoun was director of software training
deployment in the Americas.
STEVE URMANO joins InfoTrends as director of the Wide
Format Printing Consulting Service, replacing Tim Greene,
who has moved on to International Data Corporation (IDC).
As part of his role, Urmano will develop InfoTrends’ annual
global market forecasts and quarterly trackers for the wide for-
mat printing market.
The Sign & Graphics Division of Alliance Franchise Brands
recently announced the appointment of RICK VOHER as
the new vice president of sales & marketing. In his new role,
Vohrer will develop and oversee the implementation of the
sales and marketing strategies for Image360, Signs Now, and
Signs By Tomorrow.
Contex has announced the appointment of SHEA VARA to
director of channel sales for Contex Americas. Vara will drive
business excellence at Contex, and will work closely with its
distributors to make the company’s scanners easily accessible
to its target audience.
Seiko Instruments U.S.A., Inc. has named DENNIS STE-
VENSON as director of sales, North America. Stevenson, who
had been a regional manager for the Graphics Division at Fuji-
film Graphic Systems, will be in charge of leading the overall
sales efforts and co-managing the business plan for the Color-
Painter and Jetrix product lines in North America.
QP_08-13_PrintingNews1114.indd 13 10/17/14 12:19 PM
14 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4 www.MyPRINTResource.com
used in inkjet printing “because it’s going to absorb so much of
that ink. In essence, we might as well be taking a hose and spray-
ing water on the paper.”
Coated papers can have the opposite problem.
“In coated papers, the coating is hydrophobic [water-repel-
lent],” said Ross Allen, Senior Technology Specialist in HP’s
Imaging and Printing Group. HP’s offerings in this space include
the T200, T300, and T400 series inkjet web presses. “Put a drop
of water-based ink on it and it tends to bead on the surface and
not penetrate it. That creates all sorts of problems for feeding
and runnability in a press because you can be running a web
that is wet as it goes through rollers and other parts of the press.”
As a result, offset paper grades must often first be pretreated,
typically using a roller coater. The pretreatment comprises a
bonding agent, which is essentially a water-based colorless ink
that contains chemical compounds that help quickly immo-
bilize the pigments on the surface of the paper and, at the
same time, also help the ink penetrate the surface. The specific
mechanism and/or formulation will vary from press to press
and, ergo, from ink set to ink set.
“The whole big thing about printing on a web press using
inkjet is matching the ink to the media,” said Allen. “The
printheads, the press, the press’s color management, every-
thing about it—drying in particular—is optimized for a par-
ticular set of inks.”
“It’s the trifecta of inkjet,” said Schilling: “machine, paper,
and ink.”
When working with inkjet systems, operators have to pay
close attention to saturation—“saturation” in two senses. Col-
orimetrically, saturation refers to a given color’s intensity, but
in inkjet printing, high saturation in the colorimetric sense
can also lead to saturation in the sense of soaking the paper.
This leads to paper defects like cockling and curling as well as
to inconsistent drying.
The advent of digital printing changed the relationship of
ink and media, and early toner-based devices required that
more attention be paid to substrate choice and pre-treatments,
although they, too, have become more forgiving over the years.
Today’s high-speed production inkjet presses require a greater
symbiosis of ink, paper, and press—and even other parts of
the production process, such as finishing. The big technologi-
cal hurdle has been getting aqueous inkjet inks to perform on
desired substrates at very high production speeds, with high
image quality and accurate and consistent color reproduction.
Working with inkjet inks in a production environment is a
seachange from offset, and while many shops are proving that
the technology may very well be the future of commercial print-
ing, at present, working effectively with production inkjet inks
can be a challenge.
Water, Water Everywhere…The textbook definition of offset lithography is that it is based
on the principle that “oil and water don’t mix.” (That’s not
entirely true; they mix a little.) As a result, the vast majority of
the paper available for commercial printing has been designed
and optimized for oil-based inks.
Production inkjet, however, uses water-based inks.
“Inkjet inks are 75 percent to 95 percent water, depending
on whose ink and machine you’re using,” said Mary Schilling,
principal of Schilling Inkjet Consulting, a strong inkjet advo-
cate and troubleshooter of inkjet printing workflows. “That’s
a lot of water, and that water has to go somewhere. Paper is
fiber, and what’s going to happen to that fiber when that col-
ored water hits it?”
“Take a spray bottle, spray water on a piece of paper, and it’s
going to go wavy on you,” said Brian Dollard, director of prod-
uct marketing, BISG, Canon Solutions America (CSA). CSA’s
ColorStream and JetStream series comprise high-speed inkjet
web presses that have found niches in transactional and book
printing, among other markets. The same is largely true of paper
By Richard Romano
High-speed production inkjet presses require a
greater symbiosis of ink, paper, and press—
and even other parts of the production process,
such as finishing.
Over the course of more than 100 years of
offset printing, we’ve become accustomed
to the fact that virtually any ink will work
with any press. While media choice does
often need to be made with care, offset
lithography is a very forgiving process when it
comes to putting ink on a substrate.
Drops On Demand: Making Water Work With Inkjet Inks
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it through any kind finishing equipment
and you’ll start to get more jams and
misfeeds because the edges are warped.”
Pre-treatment is the default option for
most of the inkjet system currently on
the market, but sometimes there is also
an additional post-treatment.
“Some customers require very high-
quality applications and may use our
Image Optimizer station on a Prosper
5000,” said Terry Wozniak, manager of
applied workflow solutions, Inkjet Print-
ing Solutions, Kodak. “They can use a
Sterling Ultra gloss [offset paper] and
optimize it with a precoat. That may also
be post-coated. That post-coating will
also give an extra pop to the color gamut
as well as protect it. Some customers are
doing that for book applications, and
certainly the post-coat is common for
7-point or 9-point postcards or things
that go directly into the mail stream.”
… Nor Any Drop to DrinkAnother way of solving the water prob-
lem is to just not use any water at
all. Xerox’s initial entry into production
inkjet—its CiPress series web presses—is
waterless, using the solid ink technology
acquired from Tektronix. The waterless
ink comprises colored wax-like substanc-
es—rather like crayons, in a way—that
are melted and jetted onto the media.
With a spreader roller mechanism, the
melted colorant is compressed into the
paper. This waterless approach does solve
many of the problems associated with
aqueous inks. (Xerox has since acquired
aqueous inkjet printing technology from
a French company called Impika, giving
the company a portfolio that includes
both aqueous and waterless inkjet.)
“Customers who are interested in the
direct mail space see unique value in
CiPress because, without introducing
water into the page, you can maintain a
real flat sheet independent of what cover-
age you have,” said Dustin Graupman,
VP/GM of Ink Jet Business, Xerox. “On
top of that, most customers in the direct
mail space are often looking for the most
economical substrates, and that’s part of
the value proposition of CiPress, that it
performs almost best when you have a
real commodity sheet.”
But, as with aqueous inkjet, there
are similar media compatibility issues.
“Gloss-coated substrates are a challenge,”
admitted Graupman. “The ink technol-
“If you are printing
a web with high-den-
sity areas—100 percent,
200 percent coverage—
and then a lot of white
space, you could poten-
tially overdry some areas
and underdry other areas,”
Allen explained.
Solutions to this problem
can involve using color profiles
(about which in a moment)
that desaturate given colors
while keeping the hue as con-
sistent as possible. Controlling
saturation in this way not only
helps with drying but also can
reduce ink costs, since you’re
laying down less ink. Ultimately,
inkjet web printing is a balanc-
ing act between controlling costs,
optimizing basic runnability, and
maintaining quality.
“As you saturate the sheet with
more colors, you get cockle, curl,
and show-through when the sheet
is wet,” said Schilling. “You have
offsetting on the rollers, and when
the paper is wound up, you can
see the cockles in the roll. You put Continued on page 28
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“Through the middle of the first decade
of the 2000s, offset benefited from tech-
nological advances that allowed printers
to improve productivity,” he reported.
Improvements were most notably
evident in shorter makeready. Shorter
makereadies and higher overall produc-
tivity enabled offset printers to effectively
accept jobs of lower run lengths, captur-
ing more of the market. But the robust
economy of that period came to an end
with the recession toward the end of the
decade, and the shrinking business cli-
mate adversely effected lithographers as
well as the vendor community, especially
traditional printing press manufacturers.
With the recession’s sharp reduction in
business, many companies went out of
business or merged with other entities.
The result was a glut of used equipment
on the market, and press manufactur-
ers were dramatically impacted. Some
markets are shells of their former selves,
at both the sophisticated end of the
market as well as the less complicated
end. For instance, annual report printing
once represented tremendous opportu-
nities for the best lithographers, not to
mention professional photographers and
graphic designers.
“Today, many public companies eschew
the expensive paper and high-quality
imagery in favor of annual reports that
are less flashy, almost purely functional
in nature,” Myers noted. “Printing of
automotive brochures is another example
of a largely diminished market at the top
end of the commercial scale.
“At the other end of the market,
offset forms printers and the smaller,
fast-turnaround duplicator markets also
have suffered, due to advantages in digi-
By Jeffrey Steele
Of course it does! Taking a quick look back—and a long look
forward—at the graphic arts technology that laid the foundation
for an industry.
Today, some print service professionals may be asking if offset
printing still has a future in the industry. When addressing that
issue, it is essential to examine offset’s recent history, said Bruce
Leigh Myers, assistant professor, School of Media Sciences at
Rochester Institute of Technology, Rochester, NY.
Does Offset Printing Have a Future?
tal printing and copying functionality,
even before the most recent recession,”
he explained.
In recent years, there have not been
revolutionary technological advances
imparting new paradigms, affecting
widespread segments of the market.
But the offset printing market can
largely be considered stable and “right-
sized,” he said.
The most successful printing firms, he
added, incorporate offset printing into
broader communications solutions. Here,
offset offers a diversity of products and
a level of quality largely unparalleled
among other technologies. “Not every
job needs the extremely fast turnaround,
nor does every job require personaliza-
tion features offered by digital printing
technologies,” Myers said.
“Offset technology can be described as
mature. Commercial lithographic print-
ers can benefit from the inherent stability
that enables more precise business mod-
els and planning, and enjoy more incre-
mental technological changes as they are
introduced,” he continued.
In the commercial sector, offset offers
quality and a wide variety of substrates
that appeal to many segments of the cre-
ative community. These benefits, com-
bined with mature workflows, mean off-
set will be viable in coming years. “While
lithographic printing does not represent
the primacy it once did, it is unlikely
that electrophotographic digital print-
ing technologies will take away greater
portions of the present offset market,”
he observed.
“High-volume continuous inkjet tech-
nologies are in their relative infancy, as
are nano-ink technologies. These prom-
ise to enjoy success in certain market
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segments initially, but it will likely be some time before they
mature to the point where they can replace litho on a wide-
spread scale. These newer digital technologies will likely com-
plement, rather than replace, offset lithography, most notably
[in instances] where faster turnarounds are required.”
Markets for OffsetAmong the market areas that can be served with offset, the
packaging segment is a standout, Myers reported. A number
of growing offset printers are very successfully competing with
rotogravure printers in the packaging arena. (Read more on that
trend next month in the December 2014 issue of Quick Printing.)
Other potential growth opportunities include hybrid tech-
nologies that retrofit high-speed inkjet technologies on litho-
graphic presses.
That enables variable-data functionality to be incorporated
with the benefits of conventional data, Myers said. “In looking
at cost per page and duty cycles, emerg-
ing digital printing technologies can
compete with sheetfed offset technolo-
gies and complement litho,” he added.
“I know of no digital technologies that
can compete with web-offset in terms
of duty cycle. It is unlikely that markets
currently served by large offset web
presses will lose share to digital printing
technologies in the foreseeable future.
Again, in my view, the most successful
companies offer offset as a viable tech-
nology as part of an overall communi-
cations and marketing strategy that can
include other media types.”
Going forward, print service provid-
ers (PSPs) need to seize opportunities
beyond packaging and longer-run work,
Myers advised. He urged them to exploit
the advantages print offers in terms of a
tactile experience unmatched by any other media type. Com-
plex printing jobs, including custom diecutting, spot finishing,
embossing, and foil stamping all can enhance the tactile nature
of print and help printers break through the perception of com-
moditization permeating the marketplace.
Of course, advanced finishing technologies are available in
other types of printing besides offset. “But in educating buyers
on what’s possible and effective in communications strategies,
all printing technologies will likely benefit, including litho,” he
says. “Offset printers need to take advantage of these and other
inherent benefits to address opportunities.
“Due to its stability, offset technology in particular is poised
to address a wide variety of marketing, publishing, and com-
munications needs,” Myers concluded.
Offset, Industry’s CommonalitiesFor his part, AMSP, NAPL, and NAQP chief economist Andy
Paparozzi sees a future for offset. The question is, he said, who
will share in that future?
“Certainly production efficiency, speed, and cost-effectiveness
will be essential because, despite consolidation, the offset market
will continue to be far too competitive for anything less,” he not-
ed. “But production efficiency will not be enough. Companies
that win offset’s future will also document their value to clients.
“They will know, for example, how much money they’ve
saved the client, how much time they’ve saved them, how
much they’ve increased the return to their direct-mail cam-
paign or traffic to their website,” Paparozzi said. “And they
will communicate that value to clients, never assuming they
get it. Put simply, when there was a lot more work to go
around, it was about our capabilities. Now it’s about showing
clients and prospects how our capabilities will make them
more successful. That’s the future of offset. And it’s the future
of our industry.”
What PSPs SayAmong the PSP community, there are operators who see a
profitable future using offset as one of the arrows in their quiv-
ers. “It will be around,” said Michael Brown, president of the
AlphaGraphics location in Pineville, NC.
At one time, the shop was around 60 percent offset in house
and is now down to 26 percent, with the largest drop coming
in the last five to seven years.
“We’re still doing some short-run bro-
chures; it’s mainly the brochure work,”
Brown said. “It makes sense in anything
above 1,000. The break-even on our
14-by-20 [inch] press is 500 sheets...
Being in the short-run color business,
having the color offset press is very
handy. The nice thing about it is it’s paid
off. We can still pull some margins out of
it on lower quantities because it is.”
Another AlphaGraphics location, this
one across the country in Idaho Falls,
ID, also has found a niche for offset. The
company bought a Heidelberg Speed-
master with the Anicolor inking unit
about two years ago, reported manager
Walt Baker. “We were mainly getting
larger orders that really didn’t fit our
digital equipment, larger than, say, 500
impressions, where we began to think
about going to offset,” he recalled. “And we were doing runs
much longer than that. The customer really expects to have a
very high-quality piece. That suggests offset.”
Having looked at several options, AlphaGraphics found the
quality it sought in the Speedmaster with Anicolor. Baker and
team get offset quality, and the Heidelberg allows the shop to
produce runs as low as 500. With the same equipment, they’re
cost-effectively running 50,000 pieces. “There was a fit with a
much broader gamut of applications by going with the Ani-
color,” Baker said.
He believes that if a shop’s customers require a low-cost, high-
quality product at greater run lengths of perhaps 500 to 1,000,
offset is the solution.
Baker added that his shop is in a small enough town that its
targets are anyone who needs a print product, and it has built
its business on that model. “We’re trying to build our equip-
ment package and capabilities to meet any need,” he said.
“Greater run lengths -- we bought offset to do that, while keep-
ing the digital for shorter run lengths and quicker turn times.”
That said, Baker remembered there was a learning curve asso-
ciated with the acquisition of the offset. “Coming from a digital
model, we found there was a higher level of skills needed of the
operator,” he said.
“We had some growing pains,” Baker admitted, “but we were
able to lean on our vendors and Heidelberg, in particular, as a
reference for any kind of problems.” ◗◗
“Offset technology can
be described as mature.
Commercial lithographic
printers can benefit from the
inherent stability that enables
more precise business
models and planning, and
enjoy more incremental
technological changes as
they are introduced.”
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At the same time, the print firm
faces challenges in the year ahead in the
form of fewer ready acquisition targets
and increased costs, most notably those
related to health care.
Gilson positions itself as a one-stop
shop, offering a wide variety of services
including large-format, mailing, sheet-
fed offset, short-run digital, specialized
composition, programming, web devel-
opment and websites, kit packing, and
fulfillment.
Clients include medium to large cor-
porations “because they need and pur-
chase our services on a regular basis,”
said president Dave Gilson. Among its
largest are American Seating, Wolverine
Shoes, and Wonderland Graphics.
In all, the company recorded sales last
SHEETFED PRINT CAPABILITIES Expand with Inkjet Technology from Fujifilm
Gilson Graphics, Inc. in Grand Rapids, MI, continues to expand
its business and post strong numbers thanks to its diverse
menu of services, high-quality print work, and increased
focus on marketing.
By Howard Riell
A blend of sheetfed offset and inkjet production keep this
Michigan print firm growing, but mounting health-care costs
have its owner concerned as 2015 looms.
SHEETFED PRINT CAPABILITIES Expand with Inkjet Technology from Fujifilm
year of approximately $23 million, and
business in the early summer months
was brisk, up about five percent.
As so many printers have found, the
market is in transition. Nearly 40 per-
cent of Gilson’s work is offset printing;
a decade ago, it was closer to 90 percent,
according to Gilson. “Offset,” he noted
flatly, “is not growing.”
The staff includes 19 sales people, “each
of whom sells some but not all of our
services,” Gilson explained. “Most of our
clients buy several of our services; few,
if any, buy all of them.” In marketing
to potential clients, Gilson and his staff
“can appeal to a larger audience through
offering more services, and offer solu-
tions to areas where they may be having
issues. We also can then grow our busi-
ness through offering more services to
existing clients.”
Expansion through acquisition has
proven a successful strategy for Gil-
son. Over the years, the company has
acquired eight different local companies,
each valued at between $1 million and
$2 million. As a result, its employee
ranks have swelled from 45 to 165. Cross-
training his staff, Gilson explained, “has
allowed us to be flexible when one por-
tion of the business happens to busy yet
another may be slow.”
The company operates out of three
locations: two in Grand Rapids (one a
165,000-sqft facility, the other a 30,000-
sqft plant for traditional offset and bind-
ery) and a 5,000-sqft composition facility
in Atlantic, IA.
Enter InkjetFormerly known as Gilson Press—the
original letterpress shop was founded by
Gilson’s father in 1948—the firm’s Rapid
Print Group houses three 40-inch sheet-
fed (offset) presses and a full bindery.
Over the course of the last three years,
Gilson and his management team have
concentrated on inkjet, both sheet- and
web-fed, and the installation of a new
MIS system. The firm added the Fujifilm J
Press two-and-a-half years ago and is cur-
rently running two and a half shifts on it.
Inspecting the
J Press 720
output are (from
left) consultant
Elizabeth Gooding;
Terry Mitchell,
Fujifilm VP of
marketing; and
Marco Boer of IT
Strategies.
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“The J Press is extremely productive,”
said Gilson. “It has substantially higher
margins than 40-inch offset. We run
general commercial work on it,” such as
brochures and marketing literature. The J
Press at Gilson is limited to 2,000 sheets
for non-variable work.
The company also has Fujifilm W
inkjet web press, which it uses for book
and booklet work. Gilson called it “faster
than toner.” It is also used for medium
runs of coupons and flyers at 600x600
dpi resolution. The unit now accounts
for about 30 percent of the firm’s work,
he added, and that volume is growing at
about a 10 percent annual pace.
Looking AheadGilson will continue offering an array
of services and maintain its focus on “key
growth areas and cross-selling additional
services to existing accounts,” its presei-
dent reported.
Growth in the year ahead will come
primarily in digital and design, he pre-
dicted. “I think that marketplace is grow-
ing, that there is a growing demand for
it, and that we are good at what we do
there. I think we’ve got the capability to
give our customers what they want when
they want it, and at a price point that
they can afford.”
Marketing continues to be an area of
focus. The company brought aboard
Kim Hasenbank in 2013 to serve as
its first-ever marketing manager and
developed a marketing department. As
he heads into 2015, Gilson said he is
keeping his options open because “the
crystal ball is cloudy.”
For more information, visit MyPRINTResource.com/10006760
Geography and the marketplace may
conspire to slow Gilson’s growth-through-
acquisition strategy, he explained. “We’re
always looking for an acquisition that
might be a good fit, but I don’t necessar-
ily see that happening. We try to limit
ourselves geographically to within an
hour or two’s drive, and I am not aware
of any companies within that radius that
are currently looking to be bought.”
The major challenge during the year
ahead, Gilson projected, will be con-
trolling costs. “Everyone talks about
health care, but in the state of Michigan
there is now, just as a small example,
a one percent tax on your health-care
payments. Obamacare has what my
health insurance agent calls a ‘belly
button’ tax (actually a ‘reinsurance fee’
paid by every company that provides
insurance). Then on top of that, you
have four mandated coverages that you
didn’t have before that came into effect
over the last two years.”
Gilson sees these as “growing, com-
pounding costs on health care that are
making it difficult for businesses to con-
tinue to offer the quality health-care ben-
efits they want at a price point that they
can afford.” ◗◗
Jeff Paleteire (from left), Dave Gilson, and
Dave Osbourne shared inkjet details on their
firm’s J Press 720 as well as its J Press
540W web-fed model.
QP_18-19_CompanyProfile1114.indd 19 10/20/14 8:47 AM
20 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4 www.MyPRINTResource.com
CASE STUDY
Understand These Tracks to Train Your Successor
High School TrackOur kinds of businesses are more like
the family-farm of old. The farm fam-
ily lived on what was left over, not by
pledging future earnings. The farm fam-
ily knew to maintain strength because
next year’s crops weren’t guaranteed.
And, most importantly to our discus-
sion, the farm family demanded every-
one do their chores regardless of age.
Same should be said of us.
It is important for stakeholders, espe-
cially unemancipated children, to pay
homage to the source of the family’s
income whether it is the family farm
or your business. On the farm the kids
brought in the cows, hoed the corn, and
slopped the hogs. In our business, the
kids should sweep the floors; do hand-
work, and/or any other “chore” that
suits their age or talent.
You want them to do this for two
reasons. One, you want them to under-
stand the business of the business. You
want them to appreciate the work Pop
and/or Mom does on a daily basis to
feed, clothe, and school them.
Do you pay them? Did your ancestors
pay for work done by the children on
their family farm? Of course you don’t
pay them. They are indentured servants
in the good sense of the concept. They
are learning a real work ethic. Okay, in
these days of the kids being able to get a
job at McDonald’s and earn some spend-
ing money; I’d cave on the absolute rule
that there should be no pay. However, if
they aren’t old enough to get a real job;
then they aren’t old enough to get paid
Once a business is organized around functions, one may
logically train a successor. How this is done is important.
It frst starts with understanding career “tracks” within
the business, for being a member of the “lucky gene
pool” isn’t enough to qualify someone to take over
the business. Once understood, the “executive track” may
be created, which is the successor’s training plan.
in your shop. An underwhelm-
ing allowance will suffice.
By the way, they should be
taught to appreciate the peo-
ple who are workers in the
business. These are the work-
ers who are really making the
money for the family. In fact, when
possible, they should be supervised by
someone else in the shop, and that
person should be trusted enough to cut
them no slack. I’m not talking about
bringing kids into the shop for pretend
jobs and paying a lot of money for noth-
ing work. I’m talking about having them
clean the latrines under the watchful eye
of a trusted drill sergeant. I’m talking
about them being seen by other workers
as contributors, not loafers.
Besides that, my point is participating
in and completing the high school track
does not qualify them to be a successor.
It is a step, but it is a step that all of
the children should go through. After
all, they’re living off the family farm.
Besides, instilling a real work ethic in
them will tend to prevent them from
growing up as spoiled darlings. I could
write a book about that as well.
Daughter- or Son-In-Law TrackYou need a receptionist. Your daugh-
ter-in-law is available and could do a
good job. You need a basic laborer. Your
son-in-law has been laid off and would
like a shot. For gosh sakes, hire them
as long as they are at least as adequate
as any other worker. Don’t hire them
if they are inferior (there are tests that
tell you such things: let me know if you
wish more information on that.) And
they may work for your for 20 years.
But this does not mean they are quali-
fied to take over the business.
Rather, this means they are loyal
workers just as the non-related workers
who have worked for you for 20 years
are and should be rewarded as such.
One owner was the first to come
to the US. He later brought over his
father and, then, his brother. They
spoke little English. In their culture,
the family members are obligated to
supervise non-family members. So, the
brother who was hired to do basic bind-
ery tasks began “looking over” the press
operator’s work even though he knew
nothing about it. He assumed authority
he didn’t have. Imagine how happy you
would be as the press operator.
It’s great that we can work with mem-
bers of our family. But in the family-
based business, we family members
have no more authority than our posi-
tion affords. This is particularly true
with husbands and wives who try to co-
manage a business without clear defini-
tion of who reports to whom.
Down on the ‘print farm,’ instilling a nose-to-the-grindstone work ethic
is the first step in transitioning the family business. By Tom Crouser
QP_20-21_CaseStudy1114.indd 20 10/16/14 4:16 PM
N o v e m b e r 2 0 1 4 / Q U I C K P R I N T I N G 21 www.MyPRINTResource.com
For more information, visit MyPRINTResource.com/10113742
Executive TrackThe executive track is what the
proposed successor should be place on.
And please understand there is no guar-
antee that the successor will complete it.
Parents intuitively try to treat chil-
dren “fairly.” Unfortunately, they often
interpret fairness to mean equal and
divide the family business equally. That
is unfortunate, as it most often sets up a
fight resulting in people never speaking
to each other again.
Fairness is equableness of opportuni-
ty, not equableness of assets. Afford all
siblings the opportunity to participate
in the executive track and then select
your successor from those completing
it. Most often, only one will.
What is the executive track? We begin
detailing it next month, for the Execu-
tive Track is truly the training program
for the successor.
The following article has been based
on a number of situations. Names,
locations, and other facts have been
changed to illustrate and simplify. Any
resulting similarity to any one business
or person is coincidental. ◗◗
Get Crouser’s weekly email thoughts on
Cashing In Before You Cash Out by going
to www.cprint.com and signing up or mes-
saging [email protected]. You can also reach
Tom at (304) 541-3714, connect on Face-
book and LinkedIn and follow his business
tweets on Twitter @tomcrouser. Crouser is
senior contributing editor of this magazine,
chairman of CPrint® International and
principal of Crouser & Associates, Inc.,
235 Dutch Road, Charleston, WV 25302,
www.crouser.com, www.cprint.com or call
(304) 965-7100.
QP_20-21_CaseStudy1114.indd 21 10/16/14 4:16 PM
22 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4 www.MyPRINTResource.com
MONEY TALK
A Chart of Accounts is a set of account
headings that is designed specifically
for each firm. It is patterned after each
firm’s organizational structure and,
when collecting cost information for
cost control and hourly cost rates, the
Chart of Accounts will reflect the cost
or profit centers. A proper Chart of
Accounts for a graphic arts company
is similar to the makeready of a print-
ing job. When one has the proper
Chart of Accounts, business transac-
tions are recorded and accumulated in
a way that simplifies the preparation
of meaningful financial information.
Often the operating statements of a
printer cannot be properly evaluated.
Simple financial data such as the cost
of Paper, Other Chargeable Materials,
Outside Services, Factory Payroll, or
Expenses cannot be determined from
the operating statement. Administra-
tive and Selling Expenses cannot be
isolated. This critical information is
missing because these printers do not
have a Chart of Accounts that separates
and accumulates transactions accord-
ing to their management needs.
A Chart of Accounts need not be vast
and complex; the makeready involved
depends on the size and structure of
your individual company. Three major
objectives should be accomplished by a
printer’s chart of accounts.
• Make it easy for your company to
prepare proper and accurate finan-
cial statements.
• Enhance your company’s ability to
compare your financial information
to industry standards—The Printing
Industries of America Ratio Study.
• Set up financial data in a way that
will allow you to calculate accurate
cost rates.
Charts of Accounts are not like shirts
or suits that can be purchased off
the rack and fit with only a little
adjusting. If your Chart of Accounts is
not designed for a printing firm, and
specifically your printing firm, it will
not be particularly useful. The more
“tailor-made” your chart of accounts
is—designed for your firm and your
needs—the more value it will provide.
A Chart of Accounts controls every
company’s financial system. Each
account should be broken down into
detailed headings so as much informa-
tion as is necessary or relevant can be
recorded. In broad terms, Charts of
Accounts have similar formats listing
assets owned (cash, etc.), debts owed,
income received (sales), and expenses.
Specific accounts, however, are deter-
mined by the specific business or indus-
try that the company is in.
The basic principles involved in set-
ting up a proper and useful Chart of
Accounts are:
A. Your Chart of Accounts should
define and measure those catego-
ries of transactions that need to
be monitored and tracked. For
example, most printers should have
materials broken down into Paper,
Ink, Plates, Other Chargeable Mate-
rials, and Outside Services.
B. Base your Chart of Accounts on
your company’s organizational
structure. Organize the Chart of
Accounts according to your com-
pany’s major operations (factory,
administrative, selling) by depart-
ment (prepress, press, bindery) and
by cost center (digital prepress,
four-color press, six-color press,
folder, stitcher, hand bindery, etc.).
C. How complex your Chart of
Accounts is depends on the size
of your company and the products
and processes involved.
The Printing Industries of America
Ratio Study’s Chart of Accounts is used
in the Ratios Studies and is an excellent
chart of accounts for most printers.
Stuart Margolis is a preeminent finan-
cial expert for print media and packag-
ing. Most notably, he is recognized for
profit optimization that enables com-
panies to grow through increased sales,
capacity expansion, acquisition, and
cost optimization. Methodologies devel-
oped in his books, A Printer’s Chart of
Accounts and A Printer’s Guide to Profits
1-2-3: The Key to Value-Added Finan-
cial Management, are implemented by
thousands of companies nationwide.
Margolis compiles the annual Printing
Industries of America Financial Ratio
Reports which are utilized as the indus-
try’s premier benchmarking tool. ◗◗
Margolis Partners has long been recog-
nized as the financial expert for family-
owned businesses with a specialty in the
printing, packaging, and allied graphic
communications industries, assisting thou-
sands of companies with strategic and
financial management, valuation, mergers/
acquisitions, accounting, audit, and tax
services. The firm is noted for its expertise
in enabling companies to optimize profits.
Proudly, it is the purveyor of the industry’s
Value-Added Principles of Management,
and compiles the annual Printing Industries
of America Ratios, the printing industry’s
premier financial benchmarking tool.
For more information, please contact
Margolis Partners at MyPRINTResource.
com/10164246.
By Stuart Margolis
The accumulation of fnancial data is usually done with a gen-
eral ledger accounting system. Designing a proper chart of
accounts to work within your general ledger is of the utmost
importance. If your Chart of Accounts is well designed, you
can easily extract all the information necessary to compare
your frm’s performance with that of the industry’s proft leaders.
The Importance of a Properly Constructed Chart of AccountsThe Importance of a Properly Constructed Chart of Accounts
QP_22_MonyeTalk1114.indd 22 10/16/14 2:52 PM
N o v e m b e r 2 0 1 4 / Q U I C K P R I N T I N G 23 www.MyPRINTResource.com
How Not to Lose Money in Prepress Next Year
Slumping December does not have to be a complete loss: Get back to basics.
By John Giles
But December doesn’t have to be a
complete loss. The end of the year is a
good time to get back to the basics while
you have free time, especially in deal-
ing with prepress, design, and customer-
created files. If you are still losing money
in the prepress department, December is
the time to start making changes for the
new year.
1Review your pricesWhen was the last time you
reviewed and raised your prices
for design, typesetting, and pre-
press? Hourly rates, especially for design
work, continue to rise as customers look
for creative work to make their message
stand out. You should have both a rate for
typesetting and a higher rate for design.
The creativity your designer brings to the
table is worth it. How do you compare to
the market price? To the prices charged by
graphic designers? Are you competitive or
are you leaving money on the table?
2Review if you have actually been charging for the work.Too many printers pay lip service
to their design and typesetting
charges. They will say that they charge a
certain hourly rate or price, but you can’t
find it on the invoice. Owners should
review their invoices to see if the charges
from prepress are accurate. Customer
changes and alterations create additional
labor costs that should be recovered.
Does your prepress person have access
to your pricing system so he or she can
add additional costs as they occur? Your
production manager should be reviewing
the prices to make sure the prices reflect
the time and value of the job.
3Review your digital standards for customer-created files.Customer-created files still account
for much of the loss in revenue for a
prepress department. Prepress staffs con-
tinue to correct and rebuild customer files
so they will print correctly without either
charging for the extra time or telling the
customers about the changes. Too many
times, the money lost by the prepress
department is more than what a printer
is making on the run and bindery por-
tion of the job. Most problems are caused
by customers not following file creation
standards. Do you have a published list
of how you want a customer to properly
prepare a file?
4Review your sales staff knowledge.The first line of communications
with the customers is through the
sales and customer service staff. If they
don’t understand the prepress pricing
or the digital standards, then you can’t
expect your customers to know. Digital
services are always changing, and Decem-
ber could be a good time to test and
refresh staff knowledge.
5Identify problem customers and start training them.Most customers don’t want to
submit problems files and even
fewer want to incur additional charges
when they were trying to save money.
The slow time in December would be a
good opportunity for your staff to visit
with customers and explain the right
way to submit files for print. Either
one-on-one or in groups, customers will
DIGITAL ORIGINAL
appreciate the time you take to make
their jobs easier. Educating your cus-
tomers will strengthen the bonds with
the customer and set you apart from
the competition.
6Raise your prices.If you really want to increase
your efforts to making the pre-
press department profitable, raise
your prices to take effect January 1.
Everyone is used to seeing prices go up
the first of the year, so it is a good time
for you to make any needed adjust-
ments.
Prepress departments continue to be
overlooked. The prepress staff works
hard and, in many shops, touches
almost every job that comes through
production. Staff members have special-
ized skills and would be sorely missed if
they had to be replaced. In addition,
most printers have a big investment in
computers and software in the depart-
ment and now have ongoing software
subscription fees to cover each month.
Add in the fact that almost all the new
services (variable data, wide-format,
website development, and much more)
are now part of the prepress workload,
it becomes even more critical that the
prepress department provide its fair
share to the bottom-line profits.
If there was ever a time to fix the pric-
ing problems, it would be now, as the
workflow begins to lighten as Decem-
ber approaches. ◗◗
John Giles is a consultant and the tech-
nology director for CPrint® International
(www.cprint.com). He is the author of 12
Secrets for Digital Success and The DTP
PriceList. He can be reached at 954-224-
1942 or [email protected]. You can also
find John on Twitter.com at @JohnG247
and Linkedin.com. His blogs can be
found at johngilesiii.blogspot.com and at
MyPRINTResource.com.
It is November, so it is too late to do anything about the holiday
slump that many printers report in December. If you want to
avoid low sales in December 2015, you have to start flling up
your production pipeline in August and September.
QP_23_DigitalOriginal1114.indd 23 10/20/14 8:43 AM
24 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4 www.MyPRINTResource.com
EXECUTIVE SUITE
My wife was very much involved with a
growing company. It was run by some-
one we will call Louis. Louis was clearly
what people would call a self-made per-
son, a real boot-strapper.
One-Man GangBy David Claerbaut, PhD
each is. If each gets a hearing, he or she
will buy in.
What To DoAt the very least, consult with your
key people regularly (not just your
spouse, if you have a husband/wife
operation). Get their ideas. Assign some
research. Get them involved and, in so
doing, make them accountable.
Go to industry meetings. Read the
trade publications. Confer with other
owners or use a consultant. Get a wide
angle view of everything.
P.S.If you do these things you will make
better decisions. Better decisions will
likely bring growth. Right there, you
can leapfrog Louis by delegating. That’s
right, find good people make them
accountable for an area of your business,
reporting to you.
Now you have competent people with
a stake in your success; people with an
informed opinion that you can use to
make better decisions.
You have two choices here. You can
be Louis—really important and quite a
potentate in his own substantial baili-
wick. Or you can be successful. ◗◗
Get expert problem-solving inexpensively.
Contact Dr. David about his special online
and phone consulting. Dr. David has been
solving printing problems for over 25 years.
Reach him directly at 702-354-7000 or at
Louis started his own business and,
against all odds, made it immensely
successful. His company became a real
player in his industry.
But it is maxed out.
I don’t see it growing much from here
on in. Why? Because Louis is making
the same mistake I see print owners
make all over the country. His company
is him. It is a one-man (or woman) gang.
All key decisions are made by Louis.
SymptomsOne of the symptoms of a one-man
gang company is that its owner-faced
with having to make key decisions—
consults with no one. I’ve made a
career out of working closely with
print owners from large and small
companies. In almost every case, they
had (in me) a voice other than their
own in making decisions.
Interestingly, these successful own-
ers also consulted with others. I am not
talking about “wearing the pants” here.
The owner made the call. But it was a
more informed one
than any Louis will
be making. In the
case of Louis, my
wife regularly could
see him heading in
the wrong direction,
but he didn’t want to
hear it; wouldn’t hear
it. It was his call. He
was the man.
Another symptom
is overload. Louis was making so many
lone-wolf decisions that, as his company
grew, he could not manage his business
intellectually. There were too many
people, too many issues, and too much
change for him to handle. The result
was that his company had no real plan
and, even worse, there was growing cha-
os: He would forget a
decision he had made
a month ago, only to
countermand it in a
subsequent moment.
Furthermore, his people knew he
made all the calls so they became com-
plaint lackeys, people far more commit-
ted to nodding their heads and keeping
their jobs than making positive contri-
butions to his company.
Size Does Not MatterI can hear some of you saying, “Look,
Dr. David, mine is a small print opera-
tion. We aren’t RR Donnelley. We only
need one quarterback.” That, however,
does not mean: a) You are not having to
make key decisions; b) You would not
like to grow; and c) You would not like
committed employees.
People often ask me what it takes to
be a successful consultant. “You better
be ready to make decisions, and you
better not be wrong very often,” is my
reply. That also applies to every owner.
We are living in a
fast-paced business
world, characterized
by gurgling change.
Key decisions have
more consequence
than ever and, often,
they are immediate.
You want those deci-
sions to be correct
and to bat 1.000.
As for growth, your
company will grow only if all aspects
are effectively managed and retained
mentally. Even in a small print con-
cern, everything is connected. You
need more than one set of eyes and
gray matter to see it all. Finally, you
need dedicated employees. The small-
er the workforce, the more important
“Look, Dr. David, mine is a small print operation. We aren’t
RR Donnelley. We only need one
quarterback.”
QP_24_ExecutiveSuite1114.indd 24 10/16/14 3:03 PM
N o v e m b e r 2 0 1 4 / Q U I C K P R I N T I N G 25 www.MyPRINTResource.com
By Dave Fellman
‘It May Seem Disorganized, But I Know Where Everything Is!’ Really?
SALES CLINIC
At the end of the day, I sat with the
owner of the company in his own
office, which was also fairly messy. On
his wall, he has a poster which states
that “A Clean Desk Is The Sign Of A
Dirty Mind.” I pointed at his desk, and
at the poster, and said “I’m not sure
you’re setting a really good example
for your employees, especially Carl
(the top salesperson).”
“I don’t care about neatness,” he
said, “I care about results, and Carl
brings in a lot of business.”
The question, of course, is whether
he could be bringing in even more
business if he was better organized.
You can probably guess what I think!
Everything In Its PlaceThe secret to organization is simply to
put everything in its place. If that place
really is on the top of your desk—or on
top of your chair!—then that’s where
whatever we’re talking about should be.
But if it’s not, it should be somewhere
else. That might be a file folder, in a
file cabinet, in a file room. It might be
a digital folder, on a computer desktop,
or somewhere deeper inside the file
structure. It might be in the trash! I’m
not saying that your desktop, physical
or digital, must be perfectly neat and
organized at all times, but here’s what
I want you to ask yourself: Is there any
upside to the kind of mess you see in
this picture?
Also ask yourself this: What would
Carl likely find if he took the time to
look through every piece of paper in
his workspace? I think he’d find that
most of the documents are no longer
current to his workflow. I think he’d
also find some lost opportunity!
I took this photo on a recent on-site visit. It’s the cubicle of the com-
pany’s top salesperson. He assured me that it only looks disorga-
nized, and that in fact, he knows where everything is. So I bet him
that he couldn’t fnd a hard-copy document I’d sent him two or
three weeks earlier. Lunch was on him that day!
Lost OpportunityThis is really the critical issue. I’ve
been saying for a long time that selling
is mostly about follow-up. And please
understand, I’m not just talking about
persistence. I’m talking about follow-
up that’s appropriate to the situation at
hand. I have seen far too many printing
salespeople miss out on opportuni-
ties because they were blindly persis-
tent when they should have employed
something more creative in terms of
follow-up, but that’s a topic for another
day. For today, it’s pretty simple. If
you miss an opportunity because you
didn’t follow up on time because it was
hidden under the clutter in your work-
space, that’s an indefensible loss.
I actually forced Carl to dig though
his clutter as part of the follow-up to my
on-site visit. He found five quotes that
he’d never followed up. He also found
23 leads that he’d never followed up on.
He even found a job jacket for an order
that had never been put into production.
He swears that he’s seen the light, and
that he’s going to get himself and keep
himself better organized. I’m confident
that if he does that, he will bring in even
more business and make more money.
Contact Management SoftwareAs I’ve written before, I use a software
product called ACT to keep myself
organized, and I think every sales-
person should be using this kind of
tool. Other products in the CM/CRM
category include Outlook, SalesNet,
and salesforce.com.
In ACT, I’ve set up a database record
for everyone I do business with or
hope to do business with, and in that
record, I can store everything from
names, addresses, phone numbers,
and e-mail addresses to the notes I
take during every call or contact. I can
send e-mails from ACT and store them
in the database record. I can attach
quotes, artwork, or any other digital
file. I can also schedule my follow-up
activity after each contact. In other
words, ACT gives me a place to put
everything in its place.
Better organized probably equals
better sales results. Do you agree? ◗◗
Dave Fellman is the president of
David Fellman & Associates, Cary,
NC, a sales and marketing consulting
firm serving numerous segments of the
graphic arts industry. Contact him by
phone at 919-363-4068 or by e-mail
at [email protected]. Visit his
website at www.davefellman.com
“I don’t care about neatness,” he said,
“I care about results, and Carl brings in a
lot of business.”The question, of
course, is whether he could be bringing in even more business
if he was better organized.”
QP_25_SalesClinic1114.indd 25 10/17/14 12:30 PM
26 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4 www.MyPRINTResource.com
ASSOCIATION INSIGHTS
AMSP/NAPL/NAQP Chapters Bring the Information Home
Printing, mailing, fulfllment, and marketing
service providers around the country now
can enjoy the latest industry information
close to home by attending a meeting of one
of 12 regional chapters of the association
formed earlier this year through the merger of
the Association of Marketing Service Providers,
National Association for Printing Leadership, and
National Association of Quick Printers.
Coming soon to a town near you: an
AMSP/NAPL/NAQP Chapter meeting!
For more information, visit MyPRINTResource.com/10004781
“Our chapters provide a great way for members who are
regional neighbors to meet, socialize, discuss common issues,
and hear speakers on a wide variety of topics related to their
business,” said Leo Raymond AMSP/NAPL/NAQP vice presi-
dent, who oversees the national chapter network. “The meet-
ings are generally within driving distance of members’ shops
and bring together companies of different sizes and special-
ties. There are lots of opportunities to talk to other frontline
managers and executives about real-world solutions to shared
issues or to explore new service possibilities.”
In recent months, several chapters heard Raymond, a lead-
ing mailing authority, discuss the latest U.S. Postal Service
developments at meetings in a number of locations, while
association M&A (mergrs and acqisitions) expert Mark Hahn
traveled to Naperville, IL, near Chicago, to speak on strategic
transactions in the industry at a Great Lakes Chapter meeting.
AMSP/NAPL/NAQP sales training specialist Mike Philie offered
a program on “the evolving sales model” to members of the
Southwest Chapter in Dallas, while the Ohio Valley Chapter
met in Dublin, OH, for a program on the pluses and minuses
of inkjet vs. digital printing.
In addition to periodic meetings, some chapters host special
events. Both the New England and New York City chapters,
for example, sponsored golf tournaments this summer and
fall, and the Southwest Chapter will hold its annual AMSP-SW
Conference next April in Arlington, TX.
Warm Welcomes“The volunteers who direct our chapter activities are great at
identifying the educational and networking programs that are
of particular interest to members in their areas,” added Ray-
mond, “and they need the input from others in their region
on ideas for speakers or program topics, as well as suggestions
on where and when to hold meetings. Bringing the associa-
tion to members is what the chapter structure is all about.
“We would encourage every AMSP/NAPL/NAQP member
to speak with their local chapter officers and make plans to
attend a chapter meeting in their area,” he noted. “And, if
members are traveling, they may want to check on whether
there are any chapter meetings in their destination area. No
matter how far they are from home, they will always receive a
warm welcome at a local chapter.”
AMSP/NAPL/NAQP Chapters (Chesapeake, Great Lakes,
Great Plains, New England, New York, Northwest, Ohio
Valley, Pacific, Philadelphia, Rocky Mountain, Southeast,
and Southwest) cover the entire nation. For a map of states
covered by each chapter (members can always attend any
chapter meeting even if it’s not in their company’s region),
for a list of chapter contracts, or for more information on any
chapter activity, please go to www.amsp.org/membership/
chapters or contact Raymond at (703) 836-9200, Ext. 203, or
By Samantha Lake
QP_26_Association1114.indd 26 10/17/14 11:13 AM
N o v e m b e r 2 0 1 4 / Q U I C K P R I N T I N G 27 www.MyPRINTResource.com
HUMAN RESOURCES
Are You Open to Change?
By Debra Thompson
I had the pleasure of speaking at the 2014 NAPL/
AMSP/NAQP Owners Conference, which took
place two days prior to GRAPH EXPO 14. It was
great to see many of my printer friends and
exciting to meet new owners in the industry. My
presentation was “Back in the Trenches—What I‘ve
Learned as Owner, Consultant, and Employee.” I was
able to share what I have experienced frst-hand that
separates the winners from the rest of the pack.
There has definitely been change in technology and equipment,
which has had an impact on separating the winners from the rest.
The winners figure out quickly how to incorporate these changes
so they can continue to increase their growth. They challenge the
status quo. They may not like to make the changes, but they under-
stand that it is necessary and inevitable.
At the Owner’s Conference there was a session entitled “Why
Gen X and Millennials Are Better at Your Job Than You,” and I
was shocked at how many of the Baby Boomers were so defensive
and unwilling to explore a different way of viewing our industry.
Rather than acknowledging the fact that the millennials are
becoming our new buyers, they would rather sit back and complain
about them. Rather than embrace change, they defy it.
Why Fight the Inevitable?The millennials were born between 1981 and 1996; there-
fore, they are currently the 18- to 32-year-olds. Let me mention
that in the last US Census, this group outnumbered even baby
boomers. As the buying power of the millennials increases,
entrepreneurs seeking their business must understand how to
market to them and get their attention. Millennials are not only
the largest population cohort, they are also the most radically
diverse and highly educated.
This generation will be a significant part of your success or
failure, whether as customers or as employees.
They only time for 140 characters or a short video clip. They are
not going to be inclined to read lengthy brochures. So the market-
ing that you do has to change to reach these short attention-span
consumers. That means you need a marketing plan that focuses
on multimedia approaches and uses new tools to reach them. In
addition the staff at your firm must know how these new tools
work and how to apply them. That, in turn, means that you might
have to hire these new skills while also investing in training of
your existing staff so they can “Walk the talk!”
The companies that are going to thrive in this new environment
know that today’s sales efforts are more than just boots on the
streets. They have a presence in social media and on the web. They
understand and utilize Search Engine Optimization (SEO) and
have invested in Search Engine Marketing (SEM). They combine
that with e-blasts and direct mail to trigger face-to-face time with
current and prospective customers.
Good Work EthicsWe currently have the best production coordinator we have
ever had, and guess what? He is a 27-year-old millennial. He has
only been in our industry for two years; no prior printing expe-
rience. But he has a great work ethic and a fresh perspective on
how to do things easier and more efficiently. I might add that
he is smart and very detailed oriented.
The Millennial Generation is very similar to the Traditional Gen-
eration (1900-1945). The Traditional Generation was a loyal genera-
tion and they were hard workers. The technology has changed how
the generations work, but the ethics are there.
In a recent article, Joel Quadracci, chairman of Quad/Graphics
said it this way: “You’ve got to take control of your destiny when
times change quickly, and we’re in a time of things changing very
fast. You can’t wait around to figure out what to do, because the
doing will be done to you if that happens.”
Don’t ignore what is going on. Step out of your biases and have
a chat with a millennial. You might be surprised. I agree they are
different, but hey, different isn’t always bad. ◗◗
For more information, visit MyPRINTResource.com/10004688
Open-minded print industry winners will embrace change and focus on continual growth in 2015 and Beyond.
QP_27_HumanResources1114.indd 27 10/16/14 2:59 PM
28 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4 www.MyPRINTResource.com
ogy likes a ‘tooth’ in the sheet.” A certain
degree of porosity or rough surface for-
mation is needed for the ink particles to
“grab onto.”
Color Management: Another Gray Area
Historically, color management was like
the old joke: everyone talks about the
weather, but no one ever does anything
about it. Color management has been
one of the most talked-about yet under-
implemented production processes.
In inkjet, though, it is absolutely essen-
tial to generate color profiles, and keep
the press calibrated—and even re-profiled
and recalibrated every so often.
“In the inkjet space, you have no choice
[but to manage color],” said CSA’s Dol-
lard. “If any printer out there is contem-
plating inkjet, they’ve got to really look
long and hard at how they are managing
their color.”
“Color profiling is important today,
and a lot more important than it used to
be, mostly because commercial printers
are looking to gain as much efficiency
as they can,” said Stephen Sanker, global
marketing group director, Strategic Mar-
keting and Product Planning Production
Ink jet Systems, Fujifilm. In four-color
offset printing, it was common practice
to run hundreds of sheets of makeready
alone. “Today, that just doesn’t seem to
be acceptable.” Fujifilm’s J Press 540W is
a high-speed inkjet web press, comple-
mented by the J Press 700, a cut-sheet
inkjet press.
The promise of digital printing from
the beginning was the elimination of
makeready—something that effective col-
or profiling obviates. And the technology,
after all, has evolved. “Color profiling
in general has improved,” said Sanker.
“We’re not even running a proof any-
more today. You want to get it as close as
you possibly can, and developing a color
profile is very important.”
“The benefit [of color profiling] is that it
qualifies what the desired result is in the
long run, and allows you to apply those
best practices and apply those standards
as part of the production process,” Sanker
added. “So when the media changes or
the printing conditions change, you have
a profile you can apply that has already
been established that you can apply to
that particular process.”
Profiling also has to be more thorough
than perhaps a lot of shops are used to.
“Everybody thinks you just profile this
paper and this ink,” said Schilling. “That’s
great, but you also have to make sure you
do it for low coverage, medium coverage,
and high-coverage.”
It’s also tempting to think that if you
are only doing something like transac-
tional printing, you don’t need to worry
about color management. As long as
the numbers are clear on a statement
or bill, all’s well that prints well, right?
Actually, transactional—and its offspring
transpromotional—printing can also
present color challenges. “You’re taking
a logo—the AT&T blue and orange, the
Marriott maroon—you’re taking those
colors, their brand which they identify
with, and you have to reproduce them at
certain specifications,” said Dollard. “If
I’m Fidelity, American Express, or Capital
One, I’m very picky about what my logo
looks like. We still see a need for color
management on the transactional side.”
The Fifth ElementOne of the key reasons that color man-
agement is important in inkjet printing
is that the paper plays more of a role in
overall color than in arguably any other
printing process. Some even consider
paper “the fifth process color.”
“The paper determines the potential
color gamut,” said Kodak’s Wozniak. “If
you have a paper that is optimized for
inkjet—like a NewPage TrueJet Classic,
which has a very large color gamut—
you’re going to be able to print a lot of
colors on that paper. Spot color match-
ing can [also] be a lot easier on a large-
gamut paper.”
“Color is very dependent upon the sub-
strates and some of the settings that are
used to manage ink consumption,” said
Xerox’s Graupman. “To have a good set
of color tools is, we believe, valuable to
our customers.”
The White StuffToday, not everyone is doing what is
called “white paper in,” where the blank
roll is fed into the machine and both
static and variable content is printed
in one fell swoop. Although that will
likely become the standard, there is still
a substantial amount of inkjet imprint-
ing taking place, which either involves
re-running offset-printed shells through
an inkjet press to add small bits of vari-
able content, or installing inkjet heads on
an offset press to create an offset/digital
hybrid. The imprinting approach doesn’t
fall prey to many of the traditional chal-
lenges of inkjet printing because you are
not printing large areas or solids on a
full web.
“Imprinting is much more forgiving,”
said Kodak’s Wozniak. “Typically, you’re
not mixing or blending colors as often.
Every once in a while you’ll have a
gradient or something, but most of the
time there is less ink to evaporate off the
sheet.” Kodak’s S-Series inkjet printheads
can be installed on an offset press, and
Kodak works with customers to provide
spot colors—such as specific Pantone
colors—and custom-mixed specialty col-
ors. “It’s just printing red with a single
color, not mixing yellow and magenta.
So there’s half the ink to deal with, gener-
ally,” said Wozniak.
A Cut AboveThe majority of production inkjet units
out in the market are predominantly
continuous-feed, but as more and more
cut-sheet units appear, do they present
any particular challenges?
“There is a wider variety of media in
the cut-sheet space,” said Dollard. CSA’s
cut-sheet inkjet press Niagara is still in
development and testing, with the first
installations slated for the end of this
year. “In a continuous-feed environment,
I might run 10 different papers all year
long. In a cut-sheet environment, I might
run that in a single day. So you’ve got to
build in something that allows you to
accept a wider variety of media.”
H Two Oh!Production inkjet is not—and was not
intended to be—a direct replacement for
offset printing, or even toner-based print-
ing, in the sense that one inkjet machine
will replace X number of other machines.
Although many inkjet systems are touted
for their versatility, ultimately they are
acquired to handle specific markets and
applications—transactional, books, direct
mail. This distinction especially needs to
be taken into account when looking at
paper. How an ink performs on a given
paper will determine what you can print,
and print effectively. It’s also vital to
understand the limitations of inkjet.
And also remember that inkjet ink is
water—and as such will not behave like
offset ink. ◗◗
Continued from page 15
Drops On Demand: Making Water Work With Inkjet Ink Inks
QP_14-15-28_Inkjet1114.indd 28 10/16/14 2:50 PM
N o v e m b e r 2 0 1 4 / Q U I C K P R I N T I N G 29 MyPRINTResource.com
CLASSIFIED SECTIONQuick Printing Classifieds are sold per word for line ad listings or by the inch for display ads. Box numbers in care of this publication can be
assigned for an additional $10. Send Box # answers to: Quick Printing, Attn: Box Number; 3 Huntington Quad., Suite 301 North, Melville,
NY, 11747. Deadline is the 2nd of the month, two months preceding cover date of publication. Send order to Quick Printing Magazine
Classified, 1233 Janesville Ave., P.O. Box 803, Fort Atkinson, WI 53538 or e-mail [email protected]. Please type or print clearly.
For further information, call 800-616-2252, ext 6103. Line Classifieds are $2.75 per word per ad per month ($30 minimum). Phone num-
bers are considered to be one word. No commission on classified rates. Display Classified rates per inch: 1 time $150, 3 times $140, 6 times
$115, 12 times $105. Publisher’s choice of color: $105 additional.
CLASSIFIED INDEX
Bags & Boxes ....................................29
Banners ............................................29
Book Printing....................................30
Business Cards ...........................29, 30
Business Card Slitters ......................30
Business Forms ................................30
Color Printing ...................................31
Commercial Printing ........................31
Computer Estimating........................30
Copies Wholesale .............................31
Envelopes .........................................32
Folders .............................................32
Labels ...............................................33
Mailing ..............................................33
Notepads ..........................................33
Presentation Folders........................33
Raffle Tickets ...................................33
Rubber Stamps .................................34
Software ...........................................32
Stock & Security Paper ....................34
Tag Stringing ....................................34
Tags ..................................................34
Tags/Tickets .....................................34
SUPPLIER DIRECTORY
BAGS AND BOXES
For more information visit, MyPRINTResource.com/10111781
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A-1 COPY & MAILING SERVICES, 771-A Dearborn Park Lane, Worthington, Ohio 43085. Black & white copies, Full color copies, GBC bind, Plastic coil Bind and much more. 800-827-2679 Fax: 614-846-4512 E-mail: customerservice@a1copy and mailing.com. MyPRINTResource.com/10003448
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NEW PRODUCTS
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LF PRO PLUSStraight Shooter has introduced the
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QP_35-37_NewProducts1114.indd 35 10/17/14 11:15 AM
36 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4 www.MyPRINTResource.com
NEW PRODUCTS
UD-300 On Demand Die CutterDuplo USA has unveiled the
UD-300 Die Cutter with a new,
optional separator and
conveyor Unit. The
UD-300 produces a
variety of custom-shaped bro-
chures and direct mailers, sta-
tionery, retail packages, labels,
and folded boxes on demand.
Designed for use with flexible
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photo-eye sensor ensures only the finished pieces are neatly stacked onto the con-
veyor.
MyPRINTResource.com/10005029
Sublimatable Storage TinsCondé Systems has added storage tins to its DyeTrans
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ers, and more.
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Truepress JetSXThe Truepress JetSX is a system for
printing photo-dominant books and
other publications, as well as posters,
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Print buyers in various business seg-
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duces fine detail and very smooth grada-
tions. It features a minimum droplet size
of 2 picoliters and can output at 1,440 x
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20.8x29.1 inches. The top speed of 1,620
simplex sheets per hour (810 sheets per
hour in the duplex mode) is the equiva-
lent of 108 U.S. letter-size pages per min-
ute or 13 eight-page sections per minute.
The Truepress JetSX prints directly
onto gloss, matte and wood-free offset
paper, among others. The flexibility of
the Truepress JetSX is further enhanced
through a paper handling system based
on traditional offset press technology.
The precision vacuum flatbed paper
transport mechanism produces perfect
print because the ink is always jetted
from the optimum vertical position. This
enables the Truepress JetSX to accom-
modate paper package materials, coated
board and cardboard up to 24 points in
the simplex mode and 16 points in the
duplex mode.
The Truepress JetSX, combined with
the Screen Equios front end and third-
party finishing equipment, can be inte-
grated to provide a highly automated,
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online can be automatically preflighted,
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MyPRINTResource.com/10007873
Transalloy P-300 Multi-PolymerTransilwrap Company, Inc. is helping leading retailers save
time and reduce costs associated with display signage using the
newly re-released Transalloy P-300 multi-polymer alloy—the top
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advertisers and retailers demand ever higher print quality, UV
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reward cards and point-of-purchase applications.
Transilwrap’s Transalloy P-300 Multipolymer Alloy delivers
a more versatile product than vinyl or styrene and is capable of
accepting brilliant graphics through offset litho, UV litho, flexo
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than PVC or regular HIPS products. In addition, the specially formulated film carries
high tear resistance and excellent impact strength to handle the most demanding
applications. P-300 can be die-cut, punched and stapled to meet customer’s unique
needs—and is a non-PVC product, recyclable under Code 6.
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QP_35-37_NewProducts1114.indd 36 10/17/14 11:15 AM
N o v e m b e r 2 0 1 4 / Q U I C K P R I N T I N G 37 www.MyPRINTResource.com
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Statement of Ownership, Management, and Circulation(Requester Publications Only)
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Cygnus Business Media Jackie Dandoy
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Publisher (Name and Complete Mailing Address)
Kelley Holmes, Publisher
3 Huntington Quadrangle, Suite 301N
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Quick Printing September 2014
15. Extent and Nature of Circulation Average No. Copies No. Copies of Single
Each Issue During Issue Published
Preceding 12 Months Nearest to Filing Date
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Requested (2) In-County Paid/Requested Mail Subscriptions stated on PS 0 0Distribution Form 3451. (Include direct written request from recipient, telemarketing and internet
(By Mail requests from recipient, paid subscriptions including nominal rate subscriptions,
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the Mail) (3) Sales Through Dealers & Carriers, Street Vendors, Counter 9 9Sales, and Other Paid or Requested distribution Outside USPS.
(4) Requested Copies Distributed by Other Mail Classes 0 0Through the USPS. (e.g. first-Class Mail)
c. Total Paid and/or Requested Circulation 35033 35172 [Sum of 15b(1), (2), (3), (4)]
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e. Total Nonrequested Distribution (Sum of 15d (1), (2), and (3)) 6064 6690
f. Total Distribution (Sum of 15c and e) 41097 41862
g. Copies Not Distributed 184 187
h. Total (Sum of 15f and g) 41281 42049
i. Percent Paid and/or Requested Circulation 85.2% 84.0% (15c / 15f x 100)
17. Publication of Statement of Ownership for a Requester Publication is required and will be printed
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I certify that all information furnished on this form is true and complete. I understand that anyone who furnishes false or misleading information on this form or who omits material or information requested on the form may be subject to criminal sanctions (including fines and imprisonment) and/or civil sanctions (including civil penalties).
QP_35-37_NewProducts1114.indd 37 10/17/14 11:15 AM
The clock is ticking. You’ve got 10 seconds. Make them count.
Be Brief, Be SuccinctJOHNSON’S WORLD
Huh? I’ve never read Modiano (I
don’t know French), but I’ll bet dol-
lars to donuts that his writing is much
clearer and more readable than that
meaningless drivel quoted above, word
for word from the Nobel Prize press
release.
The prestige of the Nobel Prize,
though tarnished, is still enough to
incent me to investigate Modiano’s
works. The press release, on the other
hand, tells me nothing.
In his new book, Brief: Make a Bigger
Impact by Saying Less, author Joseph
McCormack observes, “It can be frus-
trating for people to visit a company’s
website, read it, and leave without
knowing what the company does. And
that happens all too often.”
He goes on to note that this happens
…“not just online, but in meetings,
presentations and conferences. People
talk, but say nothing.”
I related to this passage immedi-
ately. I frequently receive spam emails
and “junk-mail” letters (the medium
doesn’t seem to matter) of introduc-
tion that leave me scratching my head.
Unlike the Nobel Prize press release,
I have no context in which to place
these missives, so I promptly discard
them without a further thought.
An introduction should leave me
with a clear understanding of who and
what you are, and why it should mat-
ter to me. An announcement should
clearly state what exactly is being
announced. A sales solicitation must
contain a clear call to action.
I’m not talking about mediocre mar-
keting efforts in which I’m not effective-
ly persuaded to buy. I’m talking about
sales campaigns where I can’t even fig-
also self-destruct 10 seconds (or less)
after opening, Talk about the need for
brevity and clarity!
By the end of this decade you’ll be
doing business with my daughter’s age
group.
If you have something to say, could
you summarize it in 31 characters? That
is this sentence’s length.
Don’t be fooled into thinking that
these Gen Y kids have short attention
spans. They’ve read all 4000+ pages of
their older siblings’ Harry Potter books
and then sat through 20 hours of Harry
Potter movies. What they won’t tolerate
is pompous or meandering prose. They
will only read or watch or listen to you
if give them a darn good reason.
No matter what you are promoting, be
it a product, a service, or just yourself as
you look for a date, take some time to
hone your introduction. Make it clear,
concise, succinct, and brief. You’ve got
10 seconds. Make them count. ◗◗
Steve Johnson is president of Copresco
in Carol Stream, IL, a pioneer in digital
printing technology and print on demand.
Contact him at MyPRINTResource.
com/10362516.
ure out who they
are or what they
are selling.
This is pathet-
ic because these
missives have over-
come the biggest hurdle;
i.e., persuading me to actually open
and read their message. Once I’ve
done so, the world is their oyster.
All they need to do is present me
with a unique selling proposition and
they’ve got me.
It is difficult to sell when the offer is not
unique, but it is impossible to sell when
I can’t even tell what the proposition is.
Ah, the Irony BitesI’m sure you see the irony of a litera-
ture prize being announced with empty,
bombastic phrasing. It is not any less
ironic to market your marketing services
with poor marketing?
It isn’t surprising that McCormack,
the author of Brief: Make a Bigger Impact
by Saying Less, has a university degree
not in business but in English litera-
ture. We can learn from great literature
how to improve our own marketing
communications.
My daughter, a member of the Mil-
lennial Generation, is forced by her
high-school English teachers to read the
great authors of the last century. She
detests John Steinbeck but enjoys Ernest
Hemingway. That’s no surprise. Uncle
Ernie was the master of the succinct sen-
tence. She also enjoys F. Scott Fitzgerald,
whose entire body of work would fit into
one of Steinbeck’s longer novels.
She eschews Facebook and Twitter
in favor of Snapchat, which has a
31-character limit. Snapchat messages
By Steve Johnson
Last month the Nobel Prize committee announced that it was
presenting the 2014 Literature Award to the French author
Patrick Modiano, “for the art of memory with which he has
evoked the most ungraspable human destinies and uncov-
ered the life-world of the occupation.”
38 Q U I C K P R I N T I N G / N o v e m b e r 2 0 1 4 www.MyPRINTResource.com
A, B...??
QP_38-40_Johnson1114.indd 38 10/16/14 3:07 PM
For more information, visit MyPRINTResource.com/10449454
QP_38-40_Johnson1114.indd 39 10/16/14 3:07 PM
©2014 ALSAC/St. Jude Children’s Research Hospital. The names and logos of St. Jude Children’s Research Hospital and the Thanks and Giving campaign are
registered marks owned by ALSAC/St. Jude Children’s Research Hospital. Hammermill is a registered trademark and the Hammermill ream trade dress is a
trademark of International Paper Company. Give. To help me live. 1-800-4STJUDE. www.stjude.org.
Jaiden, age 5
Hodgkin lymphoma
Who knew paper could be
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QP_38-40_Johnson1114.indd 40 10/16/14 3:07 PM