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NOVEMBER 2014

Offset Print Technology:

What Does The Future Hold? Page 16

Sheets Run on Inkjet Presses

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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.

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The Questions that Get the SaleMyPRINTResource.com/11573877

Drops On Demand:

Making Water Work With INKJET INKSPage 14

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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

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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

[email protected]

REPRINT SERVICE For reprints and licensing, please contact Nick Iademarco

at Wright’s Media 877-652-5295 ext. 102 or

[email protected]

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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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.


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.


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.


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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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.


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.


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.


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.


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.


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.








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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

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Go beyond printing at:

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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.


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.


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











www.MyPRINTResource.com


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 13

MEDIA CENTER

• Video: Experience the power of a 'bookbook,' MyPRINTRe-

source.com/11701457

• Whitepaper: How UV-LED Inkjet Technology Is Increas-

ing Profits for Flexographic Printers, MyPRINTResource.

com/11230990

SOCIAL MEDIA

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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.








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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

QP_14-15-28_Inkjet1114.indd 14 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 15 www.MyPRINTResource.com

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

Digital

Finishing

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You, your business, and your future. Our finishing and workflow

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QP_14-15-28_Inkjet1114.indd 15 10/16/14 2:50 PM



16 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.com16 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

“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

QP_16-17_Offset1114.indd 16 10/16/14 1:07 PM



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.”

QP_16-17_Offset1114.indd 17 10/16/14 1:07 PM



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.

QP_18-19_CompanyProfile1114.indd 18 10/20/14 8:47 AM



“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.”


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




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




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



http://www.cprint.com


http://www.crouser.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



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




http://Twitter.com

http://Linkedin.com

http://johngilesiii.blogspot.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

[email protected].

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




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


http://salesforce.com


http://www.davefellman.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!


“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

[email protected]. ◗◗

By Samantha Lake

QP_26_Association1114.indd 26 10/17/14 11:13 AM




http://www.amsp.org/membership/chapters

http://www.amsp.org/membership/chapters


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. ◗◗


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




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

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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

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NEW PRODUCTS

ColorWorks C7500 Label Printer with Just In Time Color (JITC) Labeling

Private label branding, regulatory compliance, and

supply chain optimization are driving the increased

use of product pictures, logos, color warnings, and

variable data elements. To help industrial manu-

facturers and label converters overcome these chal-

lenges, Epson America, Inc., has introduced the

ColorWorks C7500 Label Printer with Just In Time

Color (JITC) Labeling. Powered by PrecisionCore

print chip technology, the bench top printer intro-

duced greater efficiency, productivity and cost

savings—up to 50 percent in total labeling costs—

for higher volume industrial and manufacturing

applications.

The C7500 system is designed to efficiently and

cost-effectively meet the needs of industrial manufacturers fulfilling

high mix label requirements and variable printing demands. Epson’s PrecisionCore

technology enables the new printer to deliver speed, economy, and print quality to

manufacturers. The modular print chip merges enhanced print speed, image quality,

ink durability, and color resolution with the flexibility to cost-effectively scale up pro-

duction as needed.

The C7500 is Epson’s first ColorWorks industrial printer with a print head con-

figured in a linehead configuration. This new linehead technology delivers a higher

image resolution of 600 x 1200 dpi at faster speeds with very precise dot placement and

high-speed media handling. The 4-color printer delivers the same low cost per label

and high image durability of previous ColorWorks labeling solutions while increas-

ing print speed by as much as 430 percent and ink capacity tenfold. The printer is

constructed with an industrial grade metal casing for added durability in demanding

manufacturing environments.

It comes equipped with ZPL II programming compatibility to allow direct plug-in

replacement for manufacturers operating two-step printing with traditional thermal

transfer printers. In this application, the printer can produce full color labels from

blank stock by automatically merging “color pre-print” images in memory with exist-

ing monochrome data streams.


AccuBlend-LV Ink Dispensing SystemGFI Innovations has announced the new AccuBlend-LV

Ink Dispensing System for low viscous flexo inks. The sys-

tem offers a host of benefits to improve control over the

process, schedules and workflow of ink dispensing. The

robust, fully self-contained machine combines an attrac-

tive design and compact footprint to make the dispensing

of spot ink colors simpler and more time effective.

With a proven two-stage dispense valve design,

AccuBlend-LV features a dozen integrated 5-gallon vessels.

Fully configurable so source containers such as drums can

be added to satisfy demand, the AccuBlend-LV’s design

makes refilling simple. Since the design is fully modular, it

can even be configured to accommodate 55-gallon drum

batch sizes.

New COLORBOOK dispenser software with touch screen

controls drives this machine. Nearly all dispenser and data management functions are

contained on one screen, and navigation, the tracking of lot numbers, and batch color

correction are functions made easier to maintain, especially when using work-off inks.


ReflectionsNewPage

Corporation

has introduced

Reflections, a

60-pound (89

gsm) high gloss

cast coated

alternative label

paper designed

for high-end

wet glue and

pressure sensi-

tive applications

that require smooth printing and a

mirror gloss appearance, such as spir-

its, wine, and pharmaceutical labels.

Reflections resembles cast coated grades

with superior surface uniformity and

features a high gloss effect achieved

without the use of varnishes, UV or

aqueous coatings. Reflections is Food

and Drug Administration (FDA) com-

pliant for direct and indirect food

contact. It is available with third-party

chain-of-custody certifications to the

Forest Stewardship Council (FSC), the

Sustainable Forestry Initiative (SFI) and

the Programme for the Endorsement of

Forest Certification (PEFC).


LF PRO PLUSStraight Shooter has introduced the

LF PRO PLUS digital printer feeder spe-

cifically designed for the Oki Data C900

series printers—C911dn, C931dn, and

C941dn. Its Dual Sensor Technology

keeps a smooth flow of product to the

printer and gives users the right tools

for larger format envelopes. Straight

Shooters Buckle Separation and self-cen-

tering guide system in the hopper and

on the delivery table lets users change

envelope sizes in seconds. The Floating

Acceleration Table means that no electri-

cal or mechanical modifications to your

printer are necessary. It is capable of run-

ning media sizes from 3x5-inch postcards

to 10x13-inch envelopes and more.


QP_35-37_NewProducts1114.indd 35 10/17/14 11:15 AM







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

dies, the UD-300 performs multiple cuts, slits, slit-scores, kiss cuts, perforations, and

window punches for single and multiple-up pieces on a wide range of paper stock up

to 14x20 inches at 3,000 sheets per hour.

The UD-300 comes equipped with an exit tray and users can now add the option-

al separator and conveyor unit to automatically remove the waste of each sheet. The

photo-eye sensor ensures only the finished pieces are neatly stacked onto the con-

veyor.


Sublimatable Storage TinsCondé Systems has added storage tins to its DyeTrans

family of sublimatable products. The attractive and

functional silver-colored storage tins are available in

5.875x2-inch round and 5x7.75x2-inch rectangle sizes

and feature a peel and stick recessed area on the removable

lids for displaying imaged white or satin silver aluminum

inserts. Digital decorators can easily add full-color images

and custom designs to the available lid inserts to create

unique and memorable gift packaging for weddings/bridal

showers, birthdays, and holidays as well as attention grabbing

promotional containers for trade shows, sales events, fundrais-

ers, and more.


Truepress JetSXThe Truepress JetSX is a system for

printing photo-dominant books and

other publications, as well as posters,

calendars, folders, and book covers.

Print buyers in various business seg-

ments can use highly personalized

and sophisticated marketing materials,

direct mail, customized gifts, and pro-

motional packaging to communicate

with their customers.

Employing water-based pigment inks

and Screen’s FM screening, the press pro-

duces fine detail and very smooth grada-

tions. It features a minimum droplet size

of 2 picoliters and can output at 1,440 x

1,440 dpi with a maximum sheet size of

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,

web-to-delivery solution. Files received

online can be automatically preflighted,

color managed, imposed and placed in

the print queue. Once the job is printed,

Equios passes the necessary information

through to an MIS system for automatic

billing if required.


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

engineered alloy film alternative to vinyl and styrene for market-

ing and advertising print applications.

“Big Box” retailers are constantly dealing with the challenges of yellow-

ing and color fading associated with PVC and HIPS (high impact

styrene) print media. Such deterioration can have a dramatic

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Transilwrap’s Transalloy P-300 Multipolymer Alloy delivers

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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.”


A, B...??

QP_38-40_Johnson1114.indd 38 10/16/14 3:07 PM







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