Deciding what RIP software to utilize can be a difficult decision when you consider there are over 40 RIPs available and within the 40 there are a variety of market segments. Finding one RIP that can do it all can be challenging. For many digital imaging users there is the need to print full gamut RGB images from digital captures and also to be able to print CMYK files, as they would appear on an assortment of press conditions.
Many RIPs suggest they can accomplish all the above but often fail in one of the two areas. I have worked with several RIPs and to date very few are able to print both RGB and CMYK files with a high degree of accuracy.
One of the RIPs I keep coming back to is ProofMaster (www. proof master. net). This RIP is easy to use, produces very accurate results, works on a Mac or a PC and can print to two printers simultaneously. Having a Mac RIP is great for digital photographers and graphic designers; no need to figure out Windows networking and file sharing protocols.
ProofMaster exists in 3 levels: Entry-level, Professional-level and Professional-level including I-bit proofing. Within each level, there are different versions of ProofMaster, which can drive printers of different sizes.
Entry Level: OSX Only
Adesso: Desktop Printers, 13" x 19" sheet (A3+). Drives only one printer.
Adesso Plus: Desktop Printers, 17" roll. Drives only one printer.
Pro Level: OS X and PC
Folio: Desktop Printers, 17" roll. Drives two printers. (1) 17" printer and (1) 13"
Mezzo: Wide Format Printers, 24" roll. Drives two printers. (1) 24" printer and (1) < 17"
Grande: Wide Format Printers, >36" roll. Drives two printers. (1) 36" printer and (1) < 24"
Pro Level 1-bit: OS X and PC
Dalmatian: Wide Format Printers, >36" roll. Drives two printers.
Additional options include: PDF export and a Certify Proof option.
Usage Installation and usability is very straightforward, being on a Mac makes the networking and file sharing extremely simple. The one area I found challenging was the naming of the supplied profiles. It was tough to understand how the names applied to various media and resolution options. In most cases, to get the most accurate output it will be necessary to create custom media profiles so the above point may not be an issue with your setup.
The RIP allows for up to 16 different queues per printer. This is usually enough, as most users will have two medias, two resolutions and RGB and CMYK output requirements. When setting up a queue the user is asked if the new queue will be a proofing or a photo queue. The Colour Proofing queue will incorporate a reference profile to reduce the gamut of the inkjet to match the colour capabilities of the press. In a Photo Printing queue the maximum gamut of the media is used in colour reproduction. The Photo option is great for fine art printers and photographers looking to get the maximum colour punch possible.
The rips all offer spot colour matching, nesting (the ability to gang lmages up on a page) and various production tools for rotating and cropping. If your company is sending out for proofs you could consider setting up in-house proofing. The software and printers have matured and the prices have come down in the last few years. It is possible to have extremely accurate proofs for under $5,000.00. The best reasons to bring proofing in-house are: greater control, better turn around times, reduced costs and greater customer satisfaction.
One of the main reasons a company does not want to bring proofing in-house is the extra responsibility. Most do not want to be the one responsible for the proo£ If you're concerned about quality, be sure the RIP has the ability to quickly and easily verifY the proo£ The verification process is usually accomplished by measuring a colour bar with a device such as an Eye-One or a Pulse. The measurements are then compared to a reference and the results are displayed and printed on a label that can be affixed to the proo£
In today's digital workflow it is not enough to give your clients a CD and expect their monitors to match yours and for them to approve a layout from your un-calibrated printer. It is essential that a true reference of the digital file accompany the CD. The best option is to supply an accurate inkjet print and the best way to accomplish that is to invest decent RIP and printer.
One of the more powerful uses of Photoshop is making adjustments to the images. As the program has advanced, many features have been added to simplifY the task. The use of "Curves" may seem intimidating but it doesn't have to be. Let's take a look at a simple but effective adjustment you can make.
Before making an adjustment to the image" you should change the color mode to LAB ("Image Mode" - "LAB Color"). The LAB color space has the largest gamut and working in this color space will introduce less artifacts and color shifts to the image. Once you're finished you can switch back to CMYK for print, or RGB for the web.
Open up an image you have, and then open the Layers pallet. We're going to make our adjustment on a special Layer called an "Adjustment Layer". To work on an Adjustment Layer, open the Layers Pallet ("Window" - "Layers") and click the adjustment layer icon (see Figure 1). This will allow us to keep the original image and turn the Adjustment on and off. We can also double click on the curves layer to change it later.
When you open Curves or add the adjustment layer and choose Curves, the Curves pallet will appear. If you're using LAB the Channel should be set to "Lightness" (for CMYK or RGB set the Channel to "CMYK" or "RGB" respectively.) What the curve re.presents is all the tones from 0% to 100%. When the pallet opens the line is straight because the input and output values are equal. To begin, place the cursor in the center and click to add a point. Add a point at 75 percent and 25 percent (where the lines in the grid cross.)
Make sure that you have preview checked so that you can see the effect of the adjustment on the file. Place the cursor over the point you added at 75 percent and drag it upward. This will adjust the contrast in the lighter tones. Watch what happens to the image, being careful not to burn out the highlights.
Next you can adjust the shadows by clicking on the point at 25 percent. Drag the curve downwards, until it almost matches the image in Figure 3. Again, you should keep an eye on the shadows and adjust it until you like it. When you're happy you can click "OK".
By the way if you have the pallet open and you're not happy with your change, you can reset the curve. You can hold down the "Option" key and the "OK" button will change to "Reset". Then you can start again. You should now have an "S curve" (See Figure 3). If your image has too much contrast, you can use the curve in reverse. You can also brighten the overall image by moving all the points up or make it darker by moving the points down.
Since we've put the Curve adjustment on a layer by itself we can turn it off by un-checking the box next to the layer in the Layers pallet. If you would like to change the settings you can click on the curve icon on your layer and refine your curve (see figure 4).
With a little practice, you can master the Curves in Photoshop and add more punch to your images.
We receive more than 3,000 buyer inquiries per year from people who want to buy a business! Most of these prospective purchasers will tell us something like "I'm not sure what I want, but I' ll know it when I see it." The reality is, they have no clear understanding of what to buy, when to buy, how to structure a transaction, how to finance a transaction, how to value a business, how to conduct due diligence and where to find that right business.
If you are seriously thinking about buying a business, there are a number of things you should take into consideration before starting out.
Know yourself. Take the time to identify your strengths and weaknesses.
Finances. Do you know how much money you have to invest? How much will a financial institution lend you? Do you have other sources of financial support? If yes, how much, and under what terms and conditions?
Establish the location. Where should the business be? Will you move to another city for the right opportunity? Does your family (don't forget that your children have friends too) support the relocation? The greater your flexibility in location, the greater the· chance you will have of acquiring a business.
Find the opportunity. Sometimes, you have to make your own opportunities. Once you have clearly established your criteria, you would be surprised at the potential number of businesses that are available at any one time. For example, in Ontario, there are approximately 2,690 Printers listed in the Yellow Pages. Most people own businesses for between 5 and 35 years. Most business owners think about selling for one to three years before they sell.
If we look at the 2,690 printers, and based on ownership of 25 years, and 2 years to consider selling, then it is reasonable to consider that 215 of these printing firms are considering selling at any one point in time.
Develop an Acquisition Team. Once you have established the area in which you'd like to be, the type of business you'd like, the support of your family, your down payment, your strengths and weaknesses, then the time has come to establish your acquisition team.
You need a forward thinking accountant. Someone who can help you view the future and plan your activities for today. This person needs to be a businessperson first and an accountant second. They need to be a mentor; a confidante who is capable of telling you "that's a stupid idea," if it really is.
You need a competent banker. Someone who understands business, can share your vision, and has confidence in your ability to be successful.
Next you need a business lawyer (not criminal, divorce, real estate, litigation or, worst of all, a generalist). This lawyer should have a lot of experience (preferably in practice for 15 to 20 years), probably incorporating 20 to 25 businesses per year, and spends 90% of their time doing business transactions.
You should also retain an intermediary to be on the front line: A door-knocking, seller-qualifying member of your team. This person needs to be someone who can elevate you from being a tire kicker to a serious buyer in the eyes of the seller, and put you at the front of the line.
We are impressed when we see two or three advisors called in to round out this acquisition team. People with experience in the field of the business you are trying to acquire. Perhaps a sales type, a marketing person, a person with extraordinary product knowledge or with technical skills.
There are more than 20,000 different types of businesses, with more being added every day. If you are really sure you want to be in business, a well-orchestrated acquisition search program will help you achieve your goal.
Live simply
Dale Carnegie said that: "One of the most tragic things that I know about human nature is that all of us tend to put off living. We are all dreaming of some magical rose garden over the horizon instead of enjoying the roses that at blooming outside our window today."
Too many of us are putting off living, sacrificing the sacred and special moments of every day while we get caught up in the whirlpool of our hectic schedules. Too many people are getting caught up in the chaos of crisis, in the endless rushing and in chasing the illusion of success at the great cost of personal fulfillment and satisfaction. We are giving our energy to those things which might seem like they are worthwhile in the urgency of the moment but that matter very little in the long run.
It has been said that success is a journey not a destination. The wise sages have said time and time again that every minute of life is a blessing. In the East, the philosophers told us to "live in the now, enjoy the process and slow down so that you can savor the simple pleasures which will open your heart." And yet in our frantic race to become a high-tech, information rich world, all too often we miss the little pleasures that every day sends us, those little gifts that could renew our spirits and anchor us to the wonders of all creation.
The moment you start feeling gratified by the simple act of doing something for someone else or following your mission because your heart tells you that this is the right thing to do, you take a giant step along the path of enlightenment. Because true harmony is to be found within you, not outside of you. Happiness is an inside job. If you base your happiness on external objects, the moment one of those objects is taken away from you, you lose your happiness. Real happiness comes through knowing who you are and connecting to your highest self. It comes through knowing that you are not in this world - the world is in you and you can create anything you need within yourself.
Everyone of us is part of the same universal source. We are all connected in some way or another. The sages have known this truth for thousands of years. W hen you do something for someone else, you do something for yourself. Lifelong success comes from enjoying the process of living and doing things, whether it is growing a rose garden or building a business, for the sheer pleasure of doing these things.
It's like the story of the young boy who sought enlightenment from a wise monk who practiced pottery making. After many years of deep contemplation and introspection, the boy was close to enlightenment. One sunny afternoon, the boy was holding one of the monk's prized pots, and admiring its beauty when it slipped from his hand and broke into many tiny pieces. The boy felt a tremendous sense of loss at the broken pot and apologized profusely to his teacher. But the monk remained calm. With a gentle smile the teacher said "You need not be sad - it is still within me."
The wise monk realized that the true pleasure of the pot came through the process of creating and shaping it, not in owning the end product or in the external rewards that it brought him. The joy was not in the creation, it was in the journey. The joy was not in the destination but in the path. And this is precisely the same in your life. To live with deep richness and contentment, start taking the time to see the simple pleasures that are around you.
Remember, it is the simple pleasures that allow you to start caring for your spirit. Those simple pleasures allow you to start taking the time to nourish the brilliance that lies within you.
Simplifying your life is not hard to do. You just need to have the courage to carve out some time to do it. You can start to connect with your highest self through a daily period of silence or a daily period of peace as I call it in my work. This is nothing more than fifteen or twenty minutes a day where you stop rushing and simply start being, connecting to the natural wellspring of calmness which rests inside of you. Turn off the radio and the TV and don't answer the phone and realize that silence nourishes the soul.
Not long ago, signs were hand painted using one-shot enamels until vinyl cutters cut into the market. Things have drastically changed over the last number of years with the advent of digital printing. Smart entrepreneurs have made new investments into digital output devices of all sorts from high speed copiers to large format printers and are able to offer quick turnaround at competitive prices. The products are being used to create wall murals and fine art, indoor and outdoor signage, banners and photo reproductions, POP applications and poster work, and kiosks and bus shelter graphics. Some forecasters have predicted a 35% growth rate in the solvent printing market over the next few years.
In 2002 worldwide outdoor advertising expenditures for print were around $16.7 billion and almost 90 percent of that were using analog print technologies, with screen printing occupying the largest part of that pie (77 percent).
Digital printing technologies (inkjet, electrostatic and electro photography) represent about 13 percent of the market, or almost $2 billion and are poised to take over that market.
In early 2004, Web Consulting estimated that eco-solvent and solvent printers could possibly capture nearly 15 percent of the US printer installed base by the end of 2004. To support that trend, more than 30 percent of end users surveyed who were planning to make a new printer purchase in 2004 indicated that they were planning to purchase either a wideformat eco-solvent or solvent-based inkjet printer, said Web Consulting.
Currently there is a choice you have between eco-solvent-based inks and solvent-based inks. By its very definition, solvent-based ink is caustic and volatile. When ink ddes by the evaporation of a solvent, volatile chemicals are released into the air, leaving the dyes, resins, and pigments on the page. Most solventbased inks are classified as hazardous, so ventilation is required, but these inks have better abrasion resistance. Solventbased inks are also typically less expensive and allow the user to print directly to untreated media cheaply. Standard solvent also dries faster, so it leads to higher printing speeds.
Eco-solvent inks use an environmentally friendly chemistry in the inks, and the abrasion resistance is good. Also, with eco-solvent inks, no ventilation is needed. Outdoor durability for both solvent and eco solvent is about three years, and is more dependent on the weather than the sun. Eco-solvent-plus printers can print resolutions up to 1,440 dpi at speeds up to 100-200 square feet per hour and have a good color gamut. There are some media limitations with eco-solvent printers versus solvent printers, which have quicker adhesion and drying times. Solvent printers print at resolutions between 300 dpi and 720 dpi. Some of the leading manufactures and their printer types:
The PMA 2005 show was a very exciting show for Mutoh America! Mutoh America featured the 2004 DIMA shootout award winning Falcon II Outdoor Heavy Duty (HD) inkjet printer. The Falcon II Outdoor HD comes equipped with a best-in-class media handling system that can accept media roll weights of up to 200 lbs. The Falcon II Outdoor uses Mutoh's environmentally friendly ECO Solvent Plus ink to produce brilliant images that can last 3 years outdoors without lamination! From large vehicle wraps to complex tradeshow graphics, the Falcon II Outdoor produces a variety of different products. Prices start at $30,000 for the 50" printer.
The Mimaki JV3-160S is the most affordable top-of-the-line solvent-based inket plotter. At 63", it yields photoquality outputs up to 1440 dpi, and gives you all the speed you need. It also features an automatic take-up device, and comes with a full set of six brilliant, permanent outdoor inks. It's an excellent alternative to the "much-higher-priced,lower-resolution", solvent inket printers at fraction of the cost. In just two years the Mimaki JV3 solvent ink printer has sold more units than Arizona solvent ink printers sold in a decade. Since the JV3-160S is a solvent printer, proper ventilation is a necessity. This will require pre-site inspection and a preliminary set up that could cost up to $1500 for the installation of proper ducts and a fan. Priced around $36,000.
The SOLJET SJ-1000EX grand format printer is Roland's widest and fastest inkjet ever. At 104 inches wide, it prints billboards, banners and vehicle graphics up to 484 sq.ft/hr. Like the rest of the EX Series, SJ-1000EX prints brilliant graphics directly onto uncoated materials without harmful fumes or expensive ventilation systems. Graphics dry fast and last up to three years outdoors without lamination. The SJ-1000EX can print up to 484 sq.ft/hr at 360 dpi. Roland developed this ultra fast print speed for the production of huge signs and banners. One inch wide, the print heads employ 360 nozzles each.
Large 30-sq. ft banners take only 10 minutes. Its ink system features a motordriven elevator that automatically adjusts to print head height. It has wipers that clean two heads at a time and flushes the ink on each pass. Priced at around $87,000.
I spent the past two weeks in Costa Rica, a beautiful country with warm, gracious people. It also has some of the best surfing beaches in the world.
Growing up on the East Coast where the water seldom lets go of its icy grip, surfing was fantasized through the music' of the Beach Boys. So when I landed up in surfer's paradise, where buff bodies half my age were riding five foot waves, I was determined to make that fantasy a reality.
"Surfing is about going with the flow," said Pamo, my thirtiessomething instructor, who also runs a booming surfing business in Tamarindo, on Costa Rica's Pacific Coast. "And since you're also a business owner, I'll teach you surfing using the principles of business management.
"As with any sport, there are subdeties that come with practice and experience. Like running a business, they come from just 'doing it'. Your surf board is just a vehicle that allows you to ride a wave. If you try to hold on to it, you're in a losing match with the power of the nature. Most beginners come close to drowning themselves by desperately holding on to their boards when the momentum starts. But they're no match for the forces around them. Does that sound like any businesses owners you know?"
"The theory is simple enough," I replied. "It's like a business plan. But of course business reality is very different from business theory."
"Right. Lying on the board waiting for the 'perfect wave' is enjoyable but there's no action there. The action begins when you see the swell rise and you start to position yourself in front of it. You have a split second to make the choice-either stay or goand if you decide the latter, you better give it all you got or you and your board will quickly part."
I spent hours in the warm Pacific closing the gap between the theory and the reality. It was an exhausting experience! Getting from a prone position to standing up was so easy on the beach-like writing the perfect business plan-but reality delivers a different agenda. All the practice on dry land comd not prepare me for the tummtuous motion underneath my board.
"Get up! Get up! Get up!" Pamo womd yell, as he propelled my board on the cresting wave. If there were other instructions, they were lost in a sea of foam, sand and thundering water, tossing me and my board like insignificant flotsam. And of course, with my balance in jeopardy, I clung to the board for dear life.
Time, and time, and time again he gave the same instructions: "Get up in one motion. Keep your feet apart. Let go of the board." A few times I made it up and I comd feel the power of riding a wave. Wobbly as it was, the reality was experienced sufficiendy to validate the theory. It is all about balance and letting go and using the board as a vehicle to ride the wave rather than trying to control it.
"Tamarindo is booming," said Pamo as we were enjoying a beer after one of my lessons. "W hen I started my business, I didn't have a plan and I had no money. But there was this great beach and people wanted to surf So I started giving lessons on the one board I had ... my own. One day I noticed that no one had surf boards for rent. So I started doing that. Then I added other things, like beach wear and surfing tours. Now there are twenty surf shops on the strip and more and more tourists keep coming."
"I applied the same principles to growing my business that I apply to surfing. If you want to grow, you have to let go. Trying to control market forces is futile. My business is just a vehicle to have fun and make some money. If you try to control everything, like so many business owners do, it becomes an exhausting experience. It's easier to let the wave take you."
"I used to worry about the competition but I now focus on what I comd be doing better rather than on what they are doing. I spend more time charming my customers than running after new ones. That 'perfect wave' is often underneath you as you're looking for a better one."
After a few more hours of bobbing in the surf, the practicality of Pamo's comments became evident. It is all about timing and balance, and taking advantage of things the way they are. And, of course, having fun along the way.
During the past decade, thousands of printers have successfully and profitably adopted computer-to-plate. Initially viewed as an "unproven", expensive and confusing technology, requiring both substantial investment and infrastructure, CTP has not only matured but has become an essential requirement for most printers to stay competitive. The print industry has seen more colour jobs, shorter runs, jobs increasingly submitted in digital form and competition with other printing technologies. Printers must continue to improve their work flow to take advantage of their customers' increasing knowledge and expectations as well as the evolving improvements in technology.
Most printers that adopt CTP do so hoping to save money. They typically look for savings in film, which is eliminated, and labour. And the ROI from that is usually enough. But the true economic benefits go well beyond that simple analysis to improvements in print quality and increased press capacity (a mixed blessing, to be sure). Computer-to-plate is critical to improving manufacturing efficiency. The arguments in favour of CTP are not theoretical; it provides real economic benefits. First and foremost, it is a shorter process, with fewer production steps. Fewer steps mean less chance of error. CTP forces an all digital workflow, giving improved control over the entire prepress process. Perhaps even more important, it means faster turnaround, higher productivity and better throughput.
With first generation digital plates, you will get sharper dots, control dot gain and have the ability to incorporate CIP3/4 and preset the ink fountains. Printers find they get better registration, which leads to faster make-ready and less waste. Simply put, the press prints better. Indeed, perhaps the biggest surprise for the early adopters was the savings achieved in the pressroom, which were substantial.
While the majority of larger and increasingly mid-sized printers have installed. CTP many printers have still delayed and not yet implemented computer-to-plate. The main obstacle, particularly for smaller printers, is the initial capital cost of the platesetter and the associated digital infrastructure and required prepress.
Changes in work flow are probably most significant. Going CTP means the prepress process must be all digital. Trapping, imposition, proofing and file management must all be digitaL Problems with in-house and customer file preparation must be caught early. There is less tolerance for mistakes and corrections than in a film-based workflow. And although most jobs now come in as digital fues, merging film and digital jobs can still be a problem for many, such as forms printers.
Proofing was another issue, but that is mostly in the past. The days when digital proofing was not universally accepted are long over, with the overwhelming majority of colour proofs now digitaL.
Another objection that has been overtaken by events is plate availability, cost and quality. While digital plates still carry a premium over conventional plates, prices have fallen and the gap has decreased. This is particularly true for the smaller printer, who "pays up" more for conventional plates. The slightly higher price of digital plates now tends to be more than the cost of the film and chemistry it replaces.
For most, implementation of computerto- plate is fairly painless. Stories abound of problem-free platemaking within a day or two of setup. That's not to say there aren't problems. Implementation of a digital workflow will ease most of these, but staff needs to be retrained. And in many plants, press operator acceptance can be an issue. But these are not insuperable and well worth any shortterm inconvenience.
Now that you've been forced to move to direct-to-plate to improve quality, lower cost and shorten turnaround times, you have a number of decisions to make regarding technology; plate type; workflow; and supplier.
As this is a computer-to-plate system,you should start with the plate. If you currently use polyester plates, do you want to stay with this or move to metal? There are a number of excellent computer-to-polyester plate systems from suppliers such as Agfa, A.B.Dick and Heidelberg.
Next choice is format size and range of sizes. While printers typically buy a platesetter that matches their largest press, many 4-page printers have purchased 8- page platesetters. The incremental cost hadn't been that great and there was always the hope or expectation that they might eventually purchase an 8-page press. But don't ignore the smaller sizes. Make sure the CTP system can image your smaller plates as well.
Metal plates from all the major vendors perform well. You should choose the plate that is most appropriate for your environment - run length, quality and press performance. There are a number of plate choices, often associated with the imaging technology used by the platesetter, thermal or visible light lasers.
Both technologies work; one technology cannot address all market needs. Thermal and visible light have been competing since Drupa 1995; violet is the current visible light technology. Both can produce high quality. Print requirements, cost, and your preferred supplier will dictate your technology choice. Agfa, Heidelberg, Fuji, Creo, and Presstek, among others, offer thermal plates etters. Agfa, Heidelberg and Fuji also sell violet machines, as do other smaller manufacturers.
Thermal is the best choice if long runs, greater than 350,000 impressions, are required. Although you might hear otherwise, thermal is appropriate for short runs as well. Most thermal plates can be used with UV inks, high screen rulings, and abrasive substrates. Pre- or postbaking might be required, however, to achieve these results.
Thermal plates can be negative, positive or processless. Negative plates usually have a preheat oven but also fast exposure time on the platesetter. Examples include the Fuji Brillia LH-NI; KPG Thermal Gold, the Spectratech 830-n (now the Creo Mirus) and the Toray CL. Positive thermal plates usually do not require preheating, although they may be post-baked. Agfa's P970; the Fuji Brillia LH-PIE; KPG Sword; the Creo PTP; and the LT-2 (originally Western Litho/Mitsubishi Chemical, then Lastra, and now Agfa) are examples of positive thermal plates. Processless or chemistry-free plates have received a great deal of attention since Drupa and Graph Expo. They require no chemical processing: expose ana print. Examples include Presstek Anthem and Applause and Agfa :Azura. KPG has shown but not introduced ThermalDirect, and Fuji had a technology exhibit at Drupa.
Violet plates can either be silver halide (Agfa Lithostar; Heidelberg Saphira) or photopolymer (Fuji Brillia LP-NV; Agfa P91 V). Silver halide plates tend toward medium run lengths and have a high resolution. Pre-heating or post-baking is neither necessary nor possible. Violet photopolymer plates are best for small to medium run lengths; medium resolution; may have preheat integrated in the processor; and post-baking is possible for longer runs or UV inks.
Other factors that will enter into your decision include the overall cost of the plate-making operation (chemistry; processing; cleaning) and your relationship with your dealer and manufacturer. Once you've decided on a plate, your platesetter choices become much more limited. You'll also have to decide on your throughput requirements. How many plates will you make? What are your peak requirements? How many plates per hour will you need to image? What level of automation is appropriate? Most platesetters come in manual, semiautomated or fully automated versions.
Again, this is pretty much a matter of economics. How much throughput do you need, how many different plate sizes do you use and your local labour rates will all influence your decision to spend the additional money.
Finally, you probably will want or need to upgrade your workflow. This decision, while it will influence your choice of plates etter, can be independent. Popular workflows from equipment suppliers include Agfa Apogee, Creo Prinergy, Screen TrueFlow and Heidelberg Prinect. Many vendors offer workflow from software suppliers such as Rampage, Nexus from Artworks, EFI's OneFlow, or Dalim.
At the end of the day the advantages of going computer-to-plate for the typical printer are overwhelming. Despite the initial capital costs, which can appear high to a smaller printer, the on-going operational savings, improved quality and increased productivity make a compelling case. Your competition has lowered their costs, streamlined their production and shortened the time it takes to deliver a completed job. Increasingly, going direct-to- plate will be a requirement if you are an offset printer.
Most companies carry out a performance appraisal program because it is a standard business practice and expected by most employees.
In larger companies the process can be very detailed and time consuming. In smaller companies it is usually informal and without factual data to back it up Performance appraisals are often poorly performed leading to declining morale for both employees and managers. Employees dread it and managers don't like doing it.
One reason for this failure is that appraisals are not based on fault. Managers are too busy to keep formal records of individual performance and they don't need such records because they know who is doing a good job and who isn't. Memories are frequently short term. When review time comes we are mostly influenced by events that have recently occurred.
Only if a record of notable events is kept throughout the year, is it possible to provide a fair and equitable appraisal. It is important to establish measurable goals. This takes away the subjectivity and replaces it with numbers that are difficult to dispute. Subjectivity can be perceived as a bias and seen from an employee's perspective as favouritism.
Many managers question the value of performance appraisals and the time involved conducting them. Here are five good reasons:
While I believe that each one of these reasons is valid, the last reason is the most important. It is the greatest motivator and will have the largest impact on improving employee effectiveness.
After meeting with group after group of employees, the answer is always the same. "We want an appraisal that will tell us what we are doing well and what we need to do to improve. But don't just tell us we are doing a good job."
This can be illustrated by the following story. A company vice-president called his executive assistant in for her annual appraisal. He handed her the appraisal form on which were written two words "Good job". The executive went away totally deflated. Her hard work over the past year had only been worth two words. Since she was looking for real input, the end result was an employee who saw no reason for trying to improve. Needless to say, the performance appraisal was a useless exercise and probably did more harm than not having a program at all.
Management in many smaller organizations often feel they don't need a performance appraisal program since everyone knows where they stand. Managers will also complain that they don't have the time to conduct appraisals.
A simple program will just require that the manager and the employee sit down at the beginning of each company year and agree to 3-5 objectives that management wants the employee to accomplish. Each objective should have a time frame with measurable terms. During the year the manager should follow-up with the employee to see what progress is being made towards the objectives. If the objectives can't be easily measured, it is more important to keep a log outlining the events pertaining to the objectives.
Prior to the year-end appraisal meeting, the manager should review the log and use it as the basis for the appraisal.
One of the key benefits is providing a good communication forum. Both the manager and employee are encouraged to express their views of the employee's performance. This is done in a composed manner unlike the more stressful situation when the employee has made a mistake on an order that is already late.
A second benefit is that it allows management to better direct employees' efforts toward company goals and objectives. When employees know that they will be appraised on an issue, they become more focused.
Another benefit is that an appraisal program provides an opportunity to identifY an employee's weaknesses and develop a plan to overcome them. By attacking shortcomings early the company can sometimes save the loss of an employee that might occur if the problems were allowed to continue. To be successful make sure the appraisal program is fair and is perceived as being fair.
Competition knows no greater intensity than on the ice, the links or court. It's perhaps a personal counter to what we do In business: equivocate.
Successful, differentiated selling requires knowledge-supremacy over competitors. Merely meeting competition on some dimension like price is inferior to proposjng a value proposition that pushes the player past break even into profitability. The distinction between approaches may be defined as follows.
Equivalence: Price is reduced to meet or beat the competitor. "If they can do it, we can too." (Internal rationalization without evidence.)
Value supremacy: Stand fast on the price. "Something is wrong with the competitor's calculation and it should investigate, or reject, it out-of-hand." (External challenge with evidence.)
For example, a sheetfed salesperson in Burnaby was recently informed by her customer that a "price was too high." The job involved 35,000 lbs. of coated stock which· the estiniator had sourced through three merchants. With value- added at 50-55%, her price was an modest $59,500. Instead of withdrawing from the negotiation guilt-ridden and ineffectual, she turned-the-table and challenged the buyer to test the competitor's calculations.
"The paper is $29,000." she demonstrated by sharing a written quotation (the highest one) from the supplier, If you can buy the paper better, we' ll credit you this amount."
The buyer, of course, was not remotely interested in becoming a paper procurer, nor did she know how to do so. Evidence in hand, the salesperson was ready to dial up the paper distributor to prove it. A pre-emptory challenge! The competitor was compromised without "firing a shot." More than getting the job, she demonstrated integrity and trust over the competitor, transparency in revealing some of her costs and value by going the extra mile.
This brings us to another challenge. Suppose the paper is stolen. Not by hijacking a paper-Iadened truck but stolen paper as defined by wood harvesting definitions.
Where does the paper you are considering originate? Canada? Not likely if the printing job is tendered at less than a 2.5- times multiple of the market rate. Again, the tactic is to question the integrity of the product against which you are competing. Don't assume that an estimating mistake was made or that the other printer is desperate. Why? Because paper is no longer a commodity for which everyone pays the same price. There are in fact two new sources of paper:
1) containing wood by-products legally harvested, and 2) that made from wood by-products illegally or suspiciously harvested. North American paper is legal because of convention and regulation. In many other places, however forests are cut down illegally and the fibers are manufactured into not-so-fine papers.
The challenge at the sales call: Do you know from where your paper is coming? The proof: Go to the of American Forest and Paper Association website, www. afandpa.com and download the bubble maps that show 8-10% of the world's paper supply is illegally or suspiciously harvested. Indonesia is at over 50%, China at over 30%, and Brazil over 10%. Then, counter with stats from the Canadian Sustainable Forestry Certification Coalition which confirms our country's practices and commitments.
By Canadian standards, paper that is probably made from illegally harvested pulp is reason enough for buyers to reject low-price tenders. We may not be able to stop the flow of these imported papers but we can offer proof that it is far from "bestpractice".
Know more:
Canadian Council of Forest Ministers - ccfm.org
Natural Resources Canada -
Canadian Forest Service - nrcanrncan.gc.cal cfs-scf
Canadian Model Forest Network - ncr.forestry.ca
Environment Canada - ec.gc.ca
Climate Change - climatechange.gc.ca
Forest Products Association of Canada - fpac.ca
Marketing without an integrated strategy is like playing poker, tennis or football without knowing the rules, keeping score or having a game plan. You could put in a lot of time, energy, and capital, and still end up losing the game. Has this happened to you?
Winning at business is the same as any other game, whether your objective is to beat the competition or just to be the best in your industry. To be successful, you need to know the rules of the game, have a clear strategy and track your progress.
Here are some of the most essential rules to follow to succeed at marketing your business.
1. Written goals are motivating and can help you succeed.
Define your objectives for revenue, lead generation and conversion rates for the year and then break those down for each quarter. Commit them to writing. Next list the weekly and daily tasks you and! or your employees need to accomplish in order to reach your goals.
2. The more qualified prospects you can attract, the more clients you'll have. A clearly defined lead generation strategy will bring in the new prospects you need to be profitable.
3. It's easier to convert prospects to clients when they are lo'bking problem. It's much harder to convert people who don't have a current need or concern, even if they are members of your target market. Instead of seeking prospects, prompt prospects to look for you.
4. You' ll get a better response from marketing messages that are focused on client problems and concerns, not on your credentials or descriptions of products and processes. If you're not getting the response you'd like from your mailings, ads or web site, take a second look at your marketing message. A few changes in your marketing copy can increase response by factors of ten or more.
5. Integrate your tactics and message across your marketing materials, ads, and web site to prompt people to seek you out and contact you. Trying to generate leads without an integrated strategy is like playing football without a set of plays for the quarterback to use with the team. He'd end up throwing the ball only to find the receiver had gone the other direction or go for a field goal on the first down.
6. The purpose of having a web site is to generate leads.
Once you have a lead you can use it to generate sales. Once you get prospects to your web site or reading your marketing materials, make sure you prompt them to contact you.
7. Most sales are the result of a relationship based on your credibility and the value of your products or services. Developing these relationships can take weeks or months to build. Your marketing strategy should facilitate this process of building relationships over time, with multiple opportunities for contacting prospects.
8. The easiest people to sell to are past customers. Prompt first time clients to buy from you again and again.
In order to know if your marketing is working you need ways of keeping score. Which marketing results are you tracking? Which additional ones should you define each month and quarter to track?
Keep track of these important 'scores' to evaluate your marketing:
1. How many prospects seek your firm out each month? Is this number growing each month by five to ten percent?
2. What percentage of people who are exposed to your ads, your web site and other marketing materials give you their contact information so you can stay in touch with them?
3. How many people are on your house list of qualified prospects? How fast is this list growing each month?
4. How many people buy from you each week? What is the dollar volume of each sale?
5. How many sales come from repeat customers?
Whether we're talking poker, tennis, or marketing your small business, the objective is to improve your performance and succeed more often. When you have a game plan, know the rules and track your scores, you can continually find ways to improve your marketing and grow your business.
There are two schools of thought that must be reconciled if we hope to respond to the changing needs of clients and maxImIze document effectiveness. Welcome to the new world of printing. Think "consulting" not "inkon -paper production" , and think document "effectiveness" not "cost per page."
This means we have to be more proactive in our approach to clients. Each technology has its advantages and disadvantages. One prints static documents, while the other produces dynamic documents that contain variable data; one is a well-oiled mechanical process, while the other carries a host of complexities umque to digital environments; one requires numerous production steps, while the other is instantaneous, etc. Both technologies feature high-quality printing methods and long runs (although 78% of four-colour print runs are less than 5,000 copies), and a rationalization of unit cost and estimated run size. Given the potentially high costs associated with reprinting, document storage is now organized accordingly, and re-supply is planned in advance. Projects that involve long-term printing can be updated with document inserts.
Offset printing is a tried and true method that offers outstanding performance on a variety of papers and other print media, while remaining highly cost-effective for long runs. Whether for packaging, highend documents or work that requires multiple impressions and finishing, offset has many advantages, and can be expected to do well in coming years. The downside is that the traditional school of printing is so focused on rationalizing the per unit (per page) cost that the client may fail to appreciate the true cost of a project. This relentless pursuit of the lowest possible per unit price has cut into printers' profits, even prompting the market to treat print materials as a mere commodity.
Over the past decade, printers have commissioned a number of studies on the management of mergers and cost reductions that have affected their clients' firms. One such study, conducted by Ernst & Young consulting, discusses the iceberg theory and reveals how some firms look only at the tip of the iceberg when they base their management on perpage printing costs.
By analyzing the real costs involved in project development, i.e., creation, printing, storage fees, distribution costs, obsolescence and inadequate management of the bulk of their documents. The study shows that hidden costs on the underwater portion of the iceberg are extremely high. For example, a document that initially costs two dollars per unit actually can cost a company twelve dollars per unit once all project-related costs have been calculated. For companies that are watching their expenses closely, this is a major factor.
The advantages of digital printing largely compensate for the quality difference between ink and laser, formatting limitations and the limited choice of substrates. Since the first Xerox Docutech digital press was created in 1990, the printing world has begun to change. To cite one example, business forms, stored in large quantities, started being printed using digital print methods. The advantage of always having up-to-date documents and eliminating the storage and printing costs associated with the changes, came to outweigh the higher per page cost.
These capabilities led to on-demand printing and just-in-time production. By implementing this new approach, companies have achieved substantial cost savings. Distributing documents that are always current has allowed many firms to seize business opportunities that give them an edge.
In contrast to the traditional print method which has matured after many years of refinement, digital printing is still growing. Qyality improves from one year to the next, and now offers results that would have been impossible to predict a few years ago. W hen you consider the evolution of these technologies, particularly in terms of colour, the future is quite promising indeed.
Associations such as the FIA and NAPL have found that printers who use equipment from both technologies show profit increases that are nearly double those of printers who employ only traditional print methods. By having the best of both worlds, printers are better equipped to address their clients' changing needs and to seek new business opportunities among their current clients; This is a major advantage when you consider that it costs seven to ten times more to find a new client than to develop additional business with an existing client!
Many individuals wait until the last couple weeks of April to file their income tax return and this year will probably be no different. The following is a checklist of some last minute reminders that individuals should be aware of when preparing their 2004 individual income tax return:
If you have any questions or require clarification of any of the issues discussed in this document, do not hesitate to discuss these with your advisor.
As a business strategy,outsourcing has become accepted as a viable way to improve a company's productivity at reduced cost. It is often leveraged so the businesses can invest their energies on their core activities by outsourcing the rest.
In other words, businesses typically outsource non-revenueproducing support services that are not a core activity of the company. These services do not fit within the mission statement of the company and are not central to generating its profits. Tasks are also outsourced if they can be done faster, better or cheaper by outside suppliers and vendors, if management does not have time to execute them properly, if they are only temporary needs or recur in cycles, or they are too specialized to have in-house employees do them.
Take printing for example. Businesses outsource printing because it is not their core business. So when you think about it, all printers owe their existence to outsourcing.
Because outsourcing is often an effective way for companies to obtain better control and use of their assets in the face of shrinking staffs and operating budgets, it only makes sense for printers to consider outsourcing activities that are not central to generating profits. But PrintLink's Managing Director Myrna Penny suggests that, as part of their business evolution, printers should also consider outsourcing more services that do relate to revenue.
Examples of outsourcing that can produce a direct beneficial effect on a printing company's bottom line include:
Staffing services to maximize the effectiveness of hiring practices and recruit the best possible employees to the company
"One advantage to outsourcing is that outside advisors are often able to get better buy-in from your company's personnel," says Penny. "They can help convert your staff to a paradigm shift that is required to run the business more successfully. Since their ideas originate from outside the business, they are often accepted more readily than changes that arise internally."
Another benefit of outside services is that they can help sell your business to outside stakeholders. Usually printing managers have their hands full with completing jobs and meeting deadlines, so it can be enormously helpful for them to have support from outside advisers with advocacy on behalf of their company." For example, in helping to recruit new staff for your business, the best placement specialists will take the time required to understand your company and its culture, so they can help sell your company to top-calibre candidates as a good place to work.
Especially when a company weathers transitions like restructuring, downsizing or financial troubles, negative assumptions are often made that can hurt the business because it is perceived as a risk. But because outside advisors are acquainted with the company, they are in an excellent position to reassure other outsiders that the business is operating effectively and is worthy of consideration. A classic example of such advocacy is provided by accounting firms or bankruptcy consultants, who can assist a company's negotiations with creditors or lenders when banks or other conventional sources of funding are inclined to look askance at the company's past financial performance. Accountants can provide details of the company's restructuring strategy and instill confidence in lenders and suppliers that they are implementing a viable plan for getting the business back on track. Workflow consultants can also assist in this regard.
For outside advisors to fulfill their role as potential advocates of your business, however, they need first of all to be willing and able to invest the time and acumen required to understand your company and its needs. In addition to meeting this prerequisite, it is also important to look for vendors who are really committed to serving your business as well as the functions you are interested III outsourcing.
Spring is finally in the air and along with it comes a sense of optimism that our industry is starting to pick up once again. As is usual, the year started slow but is gaining momentum with each passing day.
The 'Jetsgo pricing philosophy' of competing on price continues to invade our industry, with printers coming up with lower and lower prices, oftentimes below their costs. This short-sighted philosophy grounded Jetsgo and will have similar implications within our industry.
I've heard of customers shopping for the lowest price and, still unsatisfied, returning to negotiate an even lower one. Who are the losers here? Every business has margins to maintain and when companies are only competing on price, customer service lands up being neglected. It would be wise for our industry to demand a fair return and avoid the pitfalls of undercutting. At the end of the day, if our industry is to remain strong and competitive, it must be guided by fair pricing.
With globalization changing the way business is conducted, we are no longer competing within Canada or North America, but rather within the world market.
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May the luck of the Irish be always at hand,
And good friends always near.
May each and every coming day,
Bring some special joy to cheer you.
As always stay positive.
The technological upheaval of the printing industry over the past 25 years embraces pre-press, digital prmtmg, computer-to-plate, computer-topress and work flow management. But there is one crucial area that has lagged behind - how printing is sold and how printers serve their clients.
E-commerce is changing the world of business. Yet the percentage of printers using online services remains low compared to other industries. In 2003, Statistics Canada reported that only 33% of printing firms had a website.
E-business is a way for the printing industry to catch up. It embraces emerging technologies and business models which take advantage of instant online communication. Printers can now short cut the area in which they currendy lag behind - the online selling of printing and servicing their clients. The bottom line is that printers offering the convenience of ecommerce to their clients will immediately reap the benefits of their investment.
The move to e-business should be part of an overall business strategy since it changes the way of doing business by using the Internet. It must be treated as the acquisition of an asset, reviewed and planned with input from all departments and with an appreciation of the benefits.
Printers' objections to the adoption of ebusiness include comments such as:
Today's print buyers are savvy about using the Internet to find products and order online. In 2003, the Canadian business-to-business ecommerce sales were $13.1 billion - and increasing at 100Al annually. E-procurement works to the advantage of both printer and client. The first step is for printers to ask themselves what will best serve their business model. Should it be an informative static ebusiness site or a site with dynamic ecommerce benefits?
For an e-business site, there are several points to consider.
1. Write a great message. The information should be simply written and industryrelevant. Visitors should be encouraged to state their needs and the option to receive regular email press and printing tips.
2. The site should be easy to use, creative and graphically powerful. The best e-business sites put the company above the others. Your e-business site should convey the reliable and positive character of your company. But it stops there. An e-business site is just information, with a few basic communications functions.
What's on an e-commerce / e-procurement site? Here are nine quick benefits to look for:
1. Ordering online with a shopping cart. Your clients should be able to go online 2417, browse their personal e-catalogue of printed products, make a choice, generate a purchase order and monitor the work in progress, all with a few keystrokes.
2. Personalize your client's e-catalogue with their logo. Personalization is a powerful marketing tool and will create a strong link for future business.
3. Make updates and changes quickly and inexpensively. Some e-procurement services charge for changes and adding clients to your database. You don't want to be penalized for your success.
4. Allow clients to input variable data into pre-designed templates. For example an easy to use business card module is critical. The business card is reordered frequendy and the procedure must be very user-friendly. Although there is only a small margin of profit in many stationery items, this often opens the door to bigger projects with higher margins.
5. Online proofing is ideal for a quicker turnaround. Your clients should have the opportunity to view the result of the printed piece immediately. In most cases, CTP or digital printing can be conducted direcdy.
6. File transfer is an excellent time-saving tool. Your e-procurement service should sidestep the time consuming and complicated FTP upload. Your eprocurement service should offer a much more streamlined file transfer at up to 500 megabytes per upload.
7. Accurate estimating is the heart of the process. This is where you control revenue (sales) and expenses (production costs). Your e-procurement must enable you to offer quick, easy online estimates to your clients. This is a huge time saver at both ends.
8. Make sure your e-procurement service is easy to use without the need for an IT Manager. Ideally your staff should be trained as a part of their workflow.
9. Some printing integrated software can cost as much as $50,000. You probably don't need that. For a small-to-medium sized printer, you should be able to take advantage of the complete e-procurement process for about $5 a day.
Before investing a lot of money in e-business, clear objectives should be established and options analyzed Should your e-business presence have e-commerce functions, supported by an e-procurement application? Make sure you get what fits your business model and don't pay too much to features you'll never use.
E-procurement will never replace a warm handshake. Many printing functions will always be done in person, like choosing paper samples or colours. However, the basic standard printed items, which are timeconsuming and yield minimum profits, can be processed far more quickly with an eprocurement online application.
With tightening profit margins it is comforting for a printer to look over and see their computer earning money with eprocurement. It is the fastest way for you to catch up with technology and get your share of the swelling e-commerce windfall.
Pierre Fournier has 25 years experience in the graphic arts and printing industry and the CEO and founder of Printing e-Procurement Inc. Pierre@printine-procurement.net