By Dr. Joe Webb on May 25th, 2010
The reports from IPEX have been very enthusiastic. Most all reports from any show floor, in my 33 years in the industry, are positive, no matter what the facts seem to be. It’s our nature, especially when our industry’s owners and suppliers are all in one place. But these reports from IPEX seem to stand apart.
I was not there, nor have I ever been to an IPEX, so I can’t offer my own assessment. The idea of such bullishness it got me thinking (that’s usually dangerous).
What if the show really is a change in sentiment, and that sentiment is based on a true upward turn in the fortunes of print businesses. If so, then what was it that happened? Did anyone repeal the Internet, deflate the excitement of the iPad, and “unfriend” social media? Did print demand suddenly rise?
Of course, none of those happened, and all of those still and will affect our business.
Perhaps the industry may have right-sized itself. Weak print businesses have closed (even those who did not know that they were weak at the time), displaced workers took their skills elsewhere, and inefficient equipment sits idle or was scrapped. We won’t know if this has happened except in retrospect, but there is some reason to believe that these trends were underway in 2009. While print demand won’t come back, print profits can.
The number of workers in the industry declined for part of the year at a faster rate than print shipments fell. That means that the industry was finally getting down to a productive base that was more appropriate for demand levels. Prior to that, employee reductions were trending at a rate down that was less than shipments. Finally things may be more appropriately balanced. The industry finally made an annualized profit in the fourth quarter of 2009.
The decline in employees also means that there was a decline in the number of establishments. This was discussed in a recent chart. Weaker companies, prone to cut prices to stay busy, can survive in an environment where demand is flat or rising. Last year’s steep decline in shipments, however, may have been too much for them, especially if they had more debt than they should have.
While print prices are not rising, the healthier firms that have survived are in better position to cope with retrograde market prices than those who had heavy debt burdens.
Perhaps we have finally arrived at a point where we have a core set of healthier print businesses, who have absorbed the sales volumes of their departed brethren without their overhead costs. That’s they way it’s supposed to work. Even if those volumes are at disappointing prices, they are being added to firms that have already covered their fixed costs, and show profits when others did not.
When will we know? The full extent of government data about this period will not be available until 2012 or 2013; that doesn’t help us now. We are able to make estimates with some assumptions based on other data later this summer. If this scenario is true, it also means that a positive capital investment period for the print industry may start again soon. Wouldn’t that be nice?
- Sent using Google Toolbar"
Friday, May 28, 2010
Wednesday, May 26, 2010
Elements: The Only 6 Elements of All Marketing Programs « GoMarket.me
Elements: The Only 6 Elements of All Marketing Programs « GoMarket.me: "Elements: The Only 6 Elements of All Marketing Programs
There are basic elements that consist in all Marketing Programs, at the heart of all Marketing efforts. Know that there are whole sciences dedicated to each these elements alone, and that these are simple high-level overviews.
1. Audience: Who is to Hear the Message?
a. The audience can be broad or narrow, but a targeted audience is best. Sometimes it’s an in-house email list, sometimes it’s the audience of a website, or a highway, or a neighborhood. And it can be everything in between. The best Marketing Programs have an audience that has been targeted – that is, selected based on certain criteria. The criteria can be demographic (age, weight, hair color, etc.), geolocated (residence, work location, on-demand location), or behavioral (based on actions an audience member has taken.) etc. There are many ways to target an audience. And remember, there are many paths to the same destination.
2. The Message: What to say and How to Say it.
a. This is where Marketing Communications comes in. There is an art form at best, and conversation at least. It is the who, what, when, where and why.
3. The Deliverables.
a. This is the creative package. It is the email, the text message, the banner ad, the print ad – whatever the campaign is, this is the visual/audio piece intended to carry the message through the channel.
b. This is also known as “the creative.”
c. This is a true art form. I have had the pleasure of working with some amazing creative teams. To me, they are essential, balancing the art and the science of the deliverable.
4. The Channel: How to Share the Message with the Audience.
a. Channels are what you may hear of most often. I once spent a 1.5 years focused soley on one channel: email. Other channels include, but are not limited to: search engine marketing, email marketing, advertising (online/banner, video/tv, print/direct mail/mobile), text messages, social media, events, product review, shopping portals, the shoe bins at the airport. . . and the list goes on and on.
5. The Call to Action.
a. The end goal. This is what you are asking the audience to do. This action is also known as “conversion.” When you hear: “Did the campaign convert?” you are being asked “Did the audience take the action you wanted them to?”
b. Common call-to-actions are: “Buy Now,” “Click Here” “Sign Up Now” “Come to Our Event” “Learn More” “Visit Us” “Read On” etc.
6. The Measurement: Was it Successful?
a. Metrics, metrics, metrics, a.k.a. Tracking, a.k.a Numbers. The numbers tell a story. Was the combination of the Message and the Channel motivating enough to take action? Was the Call to Action clear, concise and up front? Was the design of the message and the channel putting enough emphasis on the call to action? Every Marketing Program is measured differently. Every channel has a different industry average metrics.
Notice there is no mention of product. For all intensive purposes, the “product” is rolled into the message and into the call to action. The “product” in a campaign can be anything. Truly. It can be events, papers, hard products, soft products, services.
– Envoyé à l'aide de la barre d'outils Google"
There are basic elements that consist in all Marketing Programs, at the heart of all Marketing efforts. Know that there are whole sciences dedicated to each these elements alone, and that these are simple high-level overviews.
1. Audience: Who is to Hear the Message?
a. The audience can be broad or narrow, but a targeted audience is best. Sometimes it’s an in-house email list, sometimes it’s the audience of a website, or a highway, or a neighborhood. And it can be everything in between. The best Marketing Programs have an audience that has been targeted – that is, selected based on certain criteria. The criteria can be demographic (age, weight, hair color, etc.), geolocated (residence, work location, on-demand location), or behavioral (based on actions an audience member has taken.) etc. There are many ways to target an audience. And remember, there are many paths to the same destination.
2. The Message: What to say and How to Say it.
a. This is where Marketing Communications comes in. There is an art form at best, and conversation at least. It is the who, what, when, where and why.
3. The Deliverables.
a. This is the creative package. It is the email, the text message, the banner ad, the print ad – whatever the campaign is, this is the visual/audio piece intended to carry the message through the channel.
b. This is also known as “the creative.”
c. This is a true art form. I have had the pleasure of working with some amazing creative teams. To me, they are essential, balancing the art and the science of the deliverable.
4. The Channel: How to Share the Message with the Audience.
a. Channels are what you may hear of most often. I once spent a 1.5 years focused soley on one channel: email. Other channels include, but are not limited to: search engine marketing, email marketing, advertising (online/banner, video/tv, print/direct mail/mobile), text messages, social media, events, product review, shopping portals, the shoe bins at the airport. . . and the list goes on and on.
5. The Call to Action.
a. The end goal. This is what you are asking the audience to do. This action is also known as “conversion.” When you hear: “Did the campaign convert?” you are being asked “Did the audience take the action you wanted them to?”
b. Common call-to-actions are: “Buy Now,” “Click Here” “Sign Up Now” “Come to Our Event” “Learn More” “Visit Us” “Read On” etc.
6. The Measurement: Was it Successful?
a. Metrics, metrics, metrics, a.k.a. Tracking, a.k.a Numbers. The numbers tell a story. Was the combination of the Message and the Channel motivating enough to take action? Was the Call to Action clear, concise and up front? Was the design of the message and the channel putting enough emphasis on the call to action? Every Marketing Program is measured differently. Every channel has a different industry average metrics.
Notice there is no mention of product. For all intensive purposes, the “product” is rolled into the message and into the call to action. The “product” in a campaign can be anything. Truly. It can be events, papers, hard products, soft products, services.
– Envoyé à l'aide de la barre d'outils Google"
Tuesday, May 25, 2010
Thursday, May 20, 2010
Monday, May 10, 2010
Lucien Moons Business Accelerator take away from his last training: Success is all about your attitude http://tinyurl.com/36ehgcc
Saturday, May 01, 2010
From Barcelona Meeting:Lucien Moons International Business Accelerator expert AND Personal Branding Accelerator Empower In Company lead Generation Personal Brand Teams. Join the Lead Generation and Career Building new Wave. link with me to learn more in coming months. http://tinyurl.com/2bgv6ka
Friday, April 16, 2010
Business Opportunity. Investment in Emerging Market.For serious investors/or high retrun investment Funds
One of my client is opening their capital to accelerate their growth and West Europe expansion.They received a large EEC funding to invest in new technology, but look for a partner to develop the company infrastructure.
If you are interested please contact me.
One of my client is opening their capital to accelerate their growth and West Europe expansion.They received a large EEC funding to invest in new technology, but look for a partner to develop the company infrastructure.
If you are interested please contact me.
Saturday, April 03, 2010
Friday, April 02, 2010
Thursday, April 01, 2010
http://tinyurl.com/6yt3zq Business Trend idea Spoonflower lets users design and print their own fabrics for USD 18 per yard with no minimum order. When Spoonflower comes out of beta, it plans to allow fabric designers to sell their fabrics on the site.
Monday, March 29, 2010
Recently, a client asked me whether it would be a good idea to lower prices in order to generate more sales
Solving the Price Puzzle
By David Dodd on March 14th, 2010
Decisions about increasing or reducing prices are inevitably complex and difficult to make unless, of course, your prices are very low or very high relative to others in your market. It’s tough to pull the trigger on a price change because of the inherent uncertainty about what the financial impact of the change will be. If I lower prices, will I generate enough new sales to increase my profits? If I raise prices, will I lose so much business that my profits will be harmed rather than helped?
These questions are extremely difficult to answer. In fact, to answer them accurately, you have to know what the “elasticity of demand” is for your company’s products and services. And unfortunately, your company’s elasticity of demand isn’t something you can find in your local library or look up on the Internet.
The good news is that there is a simple calculation that can help owners and managers make more rational decisions about price changes. The calculation is simple because it doesn’t try to predict what will happen if you raise or lower prices. Instead, this calculation describes what must happen for a price change to be profitable.
Specifically, this calculation can answer two questions:
- How much would I need to increase sales volume in order to profit from a specified price reduction?
- How much could my sales volume go down before a specified price increase becomes unprofitable?
The calculation uses the actual contribution margin (expressed as a percentage of sales) generated during a base period (usually a year). When you reduce selling prices, the contribution margin goes down, and new sales volume must make up for that decline before profits will be improved. On the flip side, your contribution margin goes up when you increase prices, and you can afford to lose some sales volume before profits are impaired. This calculation will tell you where those “breakeven points” are.
The formula is: -(Price Change) / (Contribution Margin + Price Change)
To give a simple example, suppose that your contribution margin during the base period was 80% and that you are considering a 10% price reduction. How much will your sales volume need to increase for the price reduction to be profitable? The answer is 14.3%, calculated as follows:
Breakeven Sales Volume Increase = -(-10%) / (80% + (-10%))
Breakeven Sales Volume Increase = 10% / 70%
Breakeven Sales Volume Increase = 14.3%
If your company had sales of $5 million during the base period, you would need to increase sales by more than $714,286 for the 10% price reduction to be profitable.
I’ve created a simple Excel worksheet to calculate these breakeven points. If you’d like a copy, e-mail me directly at lucien@lucienmoons.be
Saturday, March 27, 2010
Do You Know Your Z Score? You Should!
With the reduced turn over you experience
to day, this tool can help, looking in your
business future and take actions TODAY,
to have a FITTER business.
Lucien Moons
International Business Accelerator Expert.
By David Dodd on March 25th, 2010
It’s no secret that the past 12 to 24 months have been especially difficult for many printing companies. Dr. Joe Webb is estimating that the printing industry lost 2,844 firms in 2009. Bankruptcies, foreclosure auctions, and other closures have been well documented in the press as well as by other trade publications.
Having a clear picture of your company’s financial health is always important, but it becomes essential when business conditions are difficult and the margin for error is reduced. And while no single tool or formula provides a complete picture of financial health, one popular measure is known as the Z Score.
The Z Score was developed in 1968 by Edward Altman, a financial economist and professor at NYU. The original objective was to provide a way to assess creditworthiness. Since that time, the Z Score has become a popular method of analyzing a company’s financial health and estimating the short-term risk of bankruptcy.
The Z Score isn’t perfect, but when it was initially tested, it was found to be 72% accurate in predicting bankruptcy within two years. Subsequent testing found that the Z Score was 80%-90% accurate in predicting bankruptcy within one year.
The Z Score combines five common financial ratios. Each of these ratios is multiplied by a weighting factor developed by Professor Altman. The values obtained are then added together to determine the Z Score.
The specific ratios and weighting factors for privately-held manufacturing firms are shown below:
* (Working Capital / Total Assets) X 0.717
* (Retained Earnings / Total Assets) X 0.847
* (EBIT / Total Assets) X 3.107
* (Book Value of Equity / Total Liabilities) X 0.420
* (Net Sales / Total Assets) X 0.998
A Z Score of above 2.90 indicates that bankruptcy is not likely. A score that is lower than 1.23 indicates that bankruptcy is a strong possibility.
Your Z Score should be calculated on a quarterly basis as one part of a comprehensive review of your company’s financial performance. This quarterly financial health “check-up” needs to become a standard component of your management routine. As I noted earlier, when times are tough and the margin of error is small, it’s more important than ever to monitor the financial health of your company in a thorough way, on a regular basis.
If you don’t have the time or resources in-house to perform this kind of financial review, you should consider getting assistance. It doesn’t have to be costly or disruptive, and with online collaboration tools, it can usually be handled remotely.
I’ve created an Excel-based Z Score Calculator. If you’d like a copy of this worksheet, e-mail me directly at ddodd(at)pointbalance(dot)com.
Friday, March 26, 2010
Thursday, March 25, 2010
Wednesday, March 24, 2010
Tuesday, March 23, 2010
Sunday, March 21, 2010
Thursday, March 18, 2010
Wednesday, March 17, 2010
Monday, March 15, 2010
Friday, March 05, 2010
Wednesday, March 03, 2010
Wednesday, February 24, 2010
http://ping.fm/zrm6Q
PaperG is an advertising technology company that automates local ad creation, sales, and management for online publishers, enabling them to produce cost efficiencies and increase revenue.
Maybe a business opportunity in your countries for digital printer, adding delivery of banners and roll up with the online ad??
PaperG is an advertising technology company that automates local ad creation, sales, and management for online publishers, enabling them to produce cost efficiencies and increase revenue.
Maybe a business opportunity in your countries for digital printer, adding delivery of banners and roll up with the online ad??
Sunday, February 21, 2010
Invitation To VIP industrial printing Days
(http://ping.fm/tcnHl)
The HP Scitex FB7500 Printer is a productive digital UV printer designed for close-view, high-quality applications such as POP/POS.
What sort of companies can most benefit from the HP Scitex FB7500 Printer?
Screen and offset printers and large digital printers focused on indoor applications can gain most benefit from the productivity, quality and versatility strengths of the HP Scitex FB7500 Printer
(http://ping.fm/tcnHl)
The HP Scitex FB7500 Printer is a productive digital UV printer designed for close-view, high-quality applications such as POP/POS.
What sort of companies can most benefit from the HP Scitex FB7500 Printer?
Screen and offset printers and large digital printers focused on indoor applications can gain most benefit from the productivity, quality and versatility strengths of the HP Scitex FB7500 Printer
Wednesday, February 17, 2010
Digital Printing Expo - next edition 10-12 March Poznan
You are welcome to participate in the Digital Printing Expo - specialized salon of next edition of the Euro-Reklama trade fair, which will take place from 10 - 12 March 2010 in Poznan in the complex modern pavilions of Poznań International Fair.
Poznan spring meeting the advertising industry occupy first place in the calendar of major events for the exhibition sector, out-of-home media in Poland. Large Format Printing and Digital Printing Expo are:
Large print Print advertising Materials and equipment for the production of advertising Advertising services Publishing and specialized portals Digital Printing Expo is a unique place for meetings with customers and business partners and the opportunity to acquire new business contacts. It is expected that the next edition of the Poznań fair publicity to visit more than 20 000 professionals representing:
* Advertising Agencies
* Agencies BTL
* Media houses
* Local governments: promoting sections of cities, municipalities and counties
* Regional tourism organizations
* promotion of political party offices
* network clients - such as chains, petrol stations, telephone operators
* Study graphic and printing
* Environment marketing: marketing departments and advertising companies from different industries
Fair Euro - Reklama 2010 will not only offer a platform for the presentation of the latest market, but also a source of expertise and opinion of the place of creation. Rich program of panels and conferences with regulators of the advertising market in Poland and the institutions that will operate on him to perform at the highest level of debate.
At the same time, the Poznań International Fair will take place:
Salon of Marketing Communications - Visual Expo
Poznan Fair Media Expo
Join us!
Poznan spring meeting the advertising industry occupy first place in the calendar of major events for the exhibition sector, out-of-home media in Poland. Large Format Printing and Digital Printing Expo are:
Large print Print advertising Materials and equipment for the production of advertising Advertising services Publishing and specialized portals Digital Printing Expo is a unique place for meetings with customers and business partners and the opportunity to acquire new business contacts. It is expected that the next edition of the Poznań fair publicity to visit more than 20 000 professionals representing:
* Advertising Agencies
* Agencies BTL
* Media houses
* Local governments: promoting sections of cities, municipalities and counties
* Regional tourism organizations
* promotion of political party offices
* network clients - such as chains, petrol stations, telephone operators
* Study graphic and printing
* Environment marketing: marketing departments and advertising companies from different industries
Fair Euro - Reklama 2010 will not only offer a platform for the presentation of the latest market, but also a source of expertise and opinion of the place of creation. Rich program of panels and conferences with regulators of the advertising market in Poland and the institutions that will operate on him to perform at the highest level of debate.
At the same time, the Poznań International Fair will take place:
Salon of Marketing Communications - Visual Expo
Poznan Fair Media Expo
Join us!
Wednesday, February 10, 2010
Saturday, February 06, 2010
Tuesday, January 05, 2010
Friday, December 25, 2009
Global Digital Out-of-Home Media Forecast 2009-2014 AVAILABLE NOW
Global History, Spending, Trends & Analysis
Throughout history, emerging media supported by strong audience metrics have consistently grown during economic recoveries after deep recessions. This was true for radio in the '30s and '40s, broadcast TV in the '50s, cable TV in the '80s and '90s, and Internet and search in the '00s. PQ Media data strongly suggest history will repeat itself in the case of digital out-of-home media, due in part to today's unprecedented media disruption and fragmentation, people consuming more media out of the home all day long, and with media stakeholders placing greater emphasis on audience measurement.
While the rate of growth has gone through a "gold rush" and a PQ Media predicted "shakeout" phase, with decelerated growth for the second consecutive year, the report anticipates U.S. spending will grow 2.0% to $2,469 billion in 2009, with worldwide spending up 4.7% to $6.69 billion. Starting in 2010, PQ Media forecasts digital OOH will move into a "breakout" phase and grow at a compound annual rate of 9.4% through 2014 in the U.S. and 10.1% globally. During the forecast period, many video advertising network and digital billboard sub-segments are anticipated to see double-digit growth in spending.
The digital OOH media sector was first identified and defined by PQ Media in 2007. The PQ Media Global Digital Out-of-Home Media Forecast 2009-2014 is the most comprehensive and respected source of strategic intelligence used by leading digital OOH operators, financial companies, brands and agencies, due to its breadth and depth of data and analysis.
PQ Media LLC
Two Stamford Landing
Suite 100
Stamford, CT 06902
The digital OOH media sector was first identified and defined by PQ Media in 2007. The PQ Media Global Digital Out-of-Home Media Forecast 2009-2014 is the most comprehensive and respected source of strategic intelligence used by leading digital OOH operators, financial companies, brands and agencies, due to its breadth and depth of data and analysis.
The much anticipated 2009 edition covers 15 countries in the Americas, Eastern Europe/Middle East/Africa and Asia/Pacific; has been expanded to reflect input from more than 650 digital OOH companies; presents exclusive findings and predictive analysis and runs 185 pages with more than 30 data tables & charts, as well as the largest collection of digital OOH company profiles with contact information ever assembled. Detailed drill-down segment and sub-segment data from PQ Media's deep repository of proprietary spending and media usage databases provide media stakeholders with the essential planning tools for developing sound strategic initiatives in an evolving digital OOH media space.
Exclusive History, Spending, Trends and Analysis Available No Place Else:
- Definitions & Segmentation:
- Video Advertising Networks (VANs) – In-Theater, In-Retail, In-Office, In-Entertainment, In-Transit
- Digital Billboards and Ambient Advertising – At-Road, At-Transit, At-Entertainment, At-Retail
- US and Global digital OOH Media Spending Analysis 2004-2014
- Global Regions Covered: US, Canada, Latin America, Western Europe, Eastern Europe/Middle East/Africa, Asia/Pacific
- Countries Covered: US, Canada, Brazil, UK, Germany, France, Spain, Italy, Russia, Middle East & Africa, Japan, China, South Korea, Australia, India
- Digital OOH Share of Overall Out-of-Home Media Spending
- Top 20 Video Advertising Network Providers
- Top 20 Digital Billboard Providers
- Top 10 Trends Driving DOOH Going Forward
- Digital OOH Spending by Company Cluster - Top 10, 11-25, 26-50, etc.
- Share of Digital OOH Spending by Company Size - Over $100 Million, $50-$100 Million, etc.
- Digital OOH Spending by Ad Categories 2009
- Share of Digital OOH Spending by Segment
- Share of Digital OOH Spending in 2009 - National vs Local
- VAN Spending 2004-2014
- Digital Billboard Spending 2004-2014
- VAN Share of Digital OOH Spending 2009
- Global digital OOH Media Spending Analysis - Americas, EMEA, Asia/Pacific
- Global digital OOH Spending and Share by Region and 15 Selected Countries
- Share of VAN Visitors with Income Over $100,000
- Time Spent Annually with Media Per Person - 1984 vs 2008
- Number of Visitors Per Venue Type, Visits Per Year and Avg. Minutes Per Visit
- Number of At-Road Digital Billboards 2004-2014
- Number of Commuters and Time Spent Commuting
- Pro Sports Attendance 1985 – 2009
- Estimated Consumer Interaction with VANs Per Month
- Comparative CPM Rate Ranges by Medium
Appendix
Digital Out-of-Home Venue Types
Demographic Profile of Digital Out-of-Home Audiences
Share of Select Demographics by Select Venues
Digital Out-of-Home Company Profiles
Retailers with Digital Networks
Digital OOH Mergers & Acquisitions and Closures
Global Digital OOH Companies
Demographic Profile of Digital Out-of-Home Audiences
Share of Select Demographics by Select Venues
Digital Out-of-Home Company Profiles
Retailers with Digital Networks
Digital OOH Mergers & Acquisitions and Closures
Global Digital OOH Companies
all right belongs to
Two Stamford Landing
Suite 100
Stamford, CT 06902
Sunday, October 04, 2009
Saturday, October 03, 2009
Saturday, June 20, 2009
Sunday, June 07, 2009
Thursday, May 07, 2009
Thursday, April 30, 2009
2009 04 30 A Change is Gonna Come
In these very hard economical times, we feel a little unsecure sometimes. When it happens to me i listen to this optimistic songs and i feel immediately better. To day i want to share it with you, because i will always "stand by you" (Put the sound on and enjoy)Talent is everywhere we just need to see it.
Playing For Change | Song Around The World "Stand By Me" from Concord Music Group on Vimeo.
Playing For Change | Song Around The World "Stand By Me" from Concord Music Group on Vimeo.
Saturday, April 25, 2009
Sunday, April 05, 2009
Saturday, April 04, 2009
Sunday, March 22, 2009
Digital Printing 2009 Beyond the Technology Enablers
Technology Enablers
What you should know before investing in new presses in 2009
When are the projects taking place: end 2008/early 2009
Project Structure & Deliverables
• Research of markets, technologies, economics and buyers; Deskwork plus Interviews
• Written report with executive summary;
• Workshop for participant companies;
Background
2008 was a year of opportunity for digital printing. There is a glut of ‘shallow’ reports in the printing
sector. We shall summarise quantitative market growth forecasts. But there is a gap in the market for
readable, clear, in-depth sales and marketing structure information. Such information will provide a
new perspective, highly-actionable material for participants. When can digital be used from a technical
and economic perspective as of now? What is the ‘psychology’ underpinning the process of change
to digital from analogue? If the technical and economic performance is right, as we’ll determine in the
Total Cost of Ownership / ROI models presented, why won’t people take up digital systems? These
questions though important, are generally left unmentioned, or at least unexplored. Do we understand
the performance, economics and decision-making of digital within the broad context of the entire
business unit, and the interests of individuals in the corporate environment, who are responsible for
changing over to digital? Putting this together may reveal more about why some companies will not make the investment in a printing system. It may take us beyond the technology enablers.
Premise
• Potential buyers and users of digital printing systems don’t have enough information and
understanding to know that digital printing may be good for them. Those that do, may be inhibited.
Aim
• The report forms the basis of a valuable marketing strategy to suppliers of digital systems. Explain
remaining barriers to adoption of digital printing systems, which will benefit printing system,
printhead and ink suppliers responsible for tactical marketing and selling.
• Write report, an authoritative, independently-produced body of mainly primary market knowledge.
• Take on board issues around organisational and individual behaviour, and management practice.
How do individuals with responsibility for buying and running the printing systems think and act?
Under what conditions do they work?
• We hope that with your early support, this will become the private industry reference on these
issues.
source Cambridge Investment Research Ltd
What can we do, to "ride" on this crisis?
I have been asked this question in every meeting since December?
And after looking and talking with other business owner, surfing the Internet i can see one of the answers that seems working:
Never Stop Selling
Another business I know has recently had “the best January ever”. The reason: they suffered a down-turn in business several months ago, went back to basics and came out marketing and selling targeting old and new customers with new propositions (better ways of taking their existing products and services to market in the current climate).
What to do?
1.
Never stop selling
2.
Listen to the people that you speak to – if they are not buying what you are promoting:
1.
What are they considering buying that you already offer?
2.
What might they buy (rent, lease, ….) that you could easily offer?
3.
Refine your targeting – speak to different people
4.
Keep positive
Things to consider
*
If changing customer requirements take you too far from your comfort zone, look for alliances and other mechanisms to satisfy these opportunities with minimum risk;
*
Use Segmentation tools (or get someone to do it for you) to better understand your suspect universe;
*
Additional products with lower costs or new processes;
*
New, higher value, products / services may be appropriate for some.
A Simple Exercise
*
List 5 things that are preventing you from winning enough good quality business.
*
Against each of the 5 items on your list, assign a score from 1 – 10 where 10 is something you can directly control and 1 is something over which you have no control at all.
*
Now, re-write your list in descending order of assigned scores.
*
Plan time for each of the top 3 on your new list.
Enjoy the findings and go implement your new success formula.
Thursday, March 19, 2009
Wednesday, December 24, 2008
Our personal commitment for 2009
To accomplish great things, we must not only act, but also dream; not only plan, but also believe.
Saturday, November 08, 2008
Wednesday, October 08, 2008
Sunday, June 08, 2008
Sunday, March 30, 2008
HP Unveils New Technologies and Products, Pre-Drupa
HP Latex Inks, three new Indigo presses, SmartStream workflow, and more.
In Tel Aviv, Israel, at a preview event for the upcoming Drupa tradeshow, HP announced a release of graphic-arts technologies and products designed to improve the speed and reduce the cost of digital printing. The rollout supports HP’s Print 2.0 strategy, which is geared around capturing more digital pages from the analog print market and enabling print shops to take advantage of new market segments and business opportunities.
Release highlights include:
• New HP Latex Printing Technologies: The new water-based HP Latex Inks are designed to "offer an environmentally responsible large-format printing alternative for a wide variety of outdoor and indoor applications" and produce odorless prints (although some substrates may have inherent odor, HP points out). The latex inks will work with new printers that will be announced at Drupa in May; printers using the new inks will use internal heaters to dry and cure the latex polymer film. The latex inks will work with a broad range of HP and non-HP large-format media, and will provide display permanence up to three years unlaminated (results may vary based on media performance).
• Three new HP Indigo press models – the HP Indigo 7000, HP Indigo W7200, and HP Indigo WS6000: The first of these new presses available to the market will be the Indigo 7000 in June. Variable-data capable, the press runs at speeds of 120 four-color pages per minute and is aimed at general commercial printing, photo merchandise production, and other high-volume applications. The Indigo WS6000 and W7200 models are web-fed digital presses designed for industrial and commercial applications, respectively, while the WS6000 model is a label and packaging press targeted at users with significant volumes of medium- and short-run jobs. The WS6000 is expected to be available in early 2009, and the WS7200 is expected to be available in the second half of 2009.
• Also on the Indigo side of things: HP has enhanced the Indigo press 5500, allowing greater productivity with an additional feeder, an in-line connection to the HP Indigo UV Coater, and a kit for enabling printing on thicker media. And the Indigo ws4500, a digital label press, is now offered with an EskoArtwork digital front-end to enhance both quality and productivity.
• The HP SmartStream Digital Workflow Portfolio, the company’s first graphic-arts workflow portfolio: The company's Indigo presses will be the first hardware devices to employ the HP SmartStream Digital Workflow Portfolio, an open environment designed to meet a broad range of market segments and application needs and provide workflow management from job creation to fulfillment. Combining SmartStream and partner components will result in specific solutions that are customizable and scalable to the unique business needs of print service providers operating in key market segments, such as general commercial printing, direct marketing, publications printing, photo merchandise, and labels and packaging. Future additions to the HP SmartStream portfolio will offer workflow components for other HP segments, including HP Scitex, HP Inkjet High-Speed Production Solutions, and HP Designjet, the company reports.
• The HP Inkjet Web Press: A high-speed color digital printing platform, the Web Press is capable of printing in full color on rolls up to 30-inches wide at 400 feet per minute (122 m/min.). It's compatible with a wide range of uncoated media to enable efficient printing of book signatures, full broadsheet newspapers, and other documents. It's expected to be commercially available in the second half of 2009.
HP
www.hp.com
Monday, March 24, 2008
Monday, February 18, 2008
Digital Textile Printing Driven by Signage By Lucien Moons
Digital Textile Printing Driven by Signage
and Now Expanding Into New Areas
The digital printing of textiles has been going on since the mid 90s with electrostatic (e-stat) and inkjet printers, either by direct printing (in the case of inkjet) and via dye sublimation transfer (inkjet and e-stat). Today advances in inkjet printers, e.g., direct to fabric sublimation printers, combined with growth in textile applications such as soft signage and apparel are driving the market for digital textile printing. I.T. Strategies estimates that in 2005, 2,300 dedicated digital textile printers (units) produced more than 900 million square feet of digitally printed textiles. Of this 75% (just under 700 million square feet) was signage related and 25% (233 million square feet) is in newer application areas such as interior furnishings and apparel. By 2010, I.T. Strategies expects that digitally printed textiles will grow at a CAGR of 19% to more than two billion square feet printed on more than 5,000 dedicated digital textile printers.
Soft signage is a sub-segment of the larger signage market. The reasons for the success of digitally printed soft signage are: that it is different from paper/vinyl and therefore will get the viewer's attention; fabric signage creates an upscale impression; reduced costs related to the fact that fabric is lightweight and flexible meaning that shipping costs are lower; and finally, if the competition has it, then other shops have to follow. The growing competition in the signage market has caused some Print-for-Pay shops to look to other areas for growth. One of those areas is decorative products. Technically speaking it is a relatively small jump from advertising-related signage into these new applications.
According to Patti Williams, Consulting Partner at I.T. Strategies, "The market for soft signage has been around for more than seven years and is fairly well understood. Newer and less understood is the market for digitally printed textiles for non-signage applications. In this area some of the drivers include: the value of brand as companies such as Herman Miller and Steelcase use digital printing to customize textile-based office structures with a customer's brand or logo; new systems of parallel, low-throughput inkjet printers printing simultaneously, such as the DPA system developed by Stork; Italian companies using inkjet printers to respond to Chinese competition; and designers and crafters entering the market and making investments in inkjet textile printers such as the DuPont Artistri."
source IT startegies
Sunday, December 30, 2007
BEAMZONE - OUT OF HOME featured by Lucien Moons Business Accelerator
The combination of classical Out of Home Advertising Media and Blue tooth Marketing offers the possibility to interact with customers at high frequented public places. Applying Blue tooth Marketing in addition to a conventional Out of Home campaign the impact of the campaign can be raised to new dimensions and a new contact quality will be generated.
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Create new brand-experiences and realize innovative Out of Home advertising-concepts thanks to beamzone Bluetooth Marketing Technology!
Work together with well-known companies and agencies of the Out of Home industry:
Ströer, JC Decaux...
Friday, December 14, 2007
Thursday, December 13, 2007
Merry Christmas enjoy this great song
Do They Know It's Christmas?
Let us reflect in 2008 what we could do, even a small act to help, in our countries, in our town, in our neighborhood a person or a family in need.
A good sales person, is a prepared sales person.
Whether you're a Junior or a Senior salesperson, if the art of selling is close to your heart, mysellingskills is for you. mysellingskills is an interactive way to become a real pro... or to stay one. It was developed by a successful team of salespeople and experienced e-learning professionals.In 6 chapters of do’s and don’ts and tips and tricks, the following aspects of the face-to-face selling process are covered:
• The best way to open a sales talk
• Asking the right questions
• Using the right arguments: the customer's
• How to handle objections
• Selling your price
• Five ways to close a deal
Sunday, October 28, 2007
Wednesday, October 03, 2007
Sunday, September 30, 2007
Saturday, September 29, 2007
Saturday, September 08, 2007
Marco Boer on: "What future digital printing head to choose?" Lucien Moons Business Accelerator
INDUSTRIAL INKJET HEADS-
The Seeds are Sown; Gateway To a New Industry?
"What business are we in?"
This rhetorical question is often tossed out by inspirational speakers at business seminars. Today, as we explore the potential for inkjet heads with Marco Boer and Mark Hanley, the question actually seems relevant.
A number of companies around the world currently produce inkjet heads to market to printer companies or use in their own systems. For most, it continues to be a good business. But going forward, within the confines of current markets, growth is limited. The long term future looks bright, however, if industrial print heads are seen as key to new applications that have the potential to spawn a whole new industry.
Key to a whole new industry? How did we get there!? Read on.
First, the present.
Marco notes things right now are not bad for the head vendors. "Unlike the consumer side where companies like HP produce heads for their own inkjet printers, on the industrial side, printer companies generally rely on heads from outside vendors such as Xaar, Spectra, Ricoh, and Konica. These companies make heads and sell them as components to other products. That's worked pretty well, but compared with the industry as a whole, it's never become a really big business. Because it's just components. At maybe around $200M worldwide, it's not large, but extraordinarily important because it has gated much larger businesses, such as the whole wide format market."
But now the problem we are facing is that what you can charge for the heads is basically tied to what can be charged for the printer. Typically the heads account for about ten percent of the retail price of the product, Marco says. As the price of wide format printers comes down, this has created downward price pressure on the heads, even as they need to be continually upgraded in terms of speed, quality of output on a broader range of substrates and other performance attributes.
So far, the demand for heads has grown so fast that volume compensates for head price declines. Head prices go down, but volume grows. So everybody is in good shape. This past year, 2004, has been a good year for most of the head companies. Unfortunately-or fortunately, depending on your perspective-it's attracting new vendors who want to get into it.
Some see it as a component business. The motivation of others is strategic. They feel it's important, so they invest in developing their own heads. A company like Samsung, for example, one of the world's largest corporations, is likely to feel that it is too big not to dabble in this. Samsung's strategic goals may remain unclear, but it feels that it has to be there, has to get into inkjet. And Samsung is big enough to make the investment without the promise of quick returns.
Now there is perhaps too much competition and current markets are limited. "We look around and see there are not a lot of large accounts left, only hundreds of little ones." Marco says. "There's no low hanging fruit. Only a few accounts on the order of Scitex Vision are good for ten thousand heads or so. And there are not many new markets left for today's applications. The China market, mostly for wide format, is strong, but now it's already established. Elsewhere in the world, perhaps? Maybe India?
On the fringes, yes, there are a lot of potential small accounts, and they are not necessarily small companies. It could be a company like Nestlé or Proctor and Gamble that might be looking at inkjet for in-house packaging systems. There may be a lot of these kids of prospects, but they need help. To capture them, the technology has to be easier to integrate, which is the argument for developing inkjet modules, a product that can be used out of the box.
In short, looking ahead, say for the next five years, the consultants see a slowing down of the market as it is currently structured.
There may be some wild cards out there, perhaps textiles, perhaps new geographic markets such as India. But in order to access them, too many pieces are needed in the infrastructure chain, and this is not expected to happen by natural evolution.
Three Paths to Growth In response to these realities-more competition and downward price pressures-what are the options for the head companies? We see three general directions.
One is to move up the value chain. One way, as Marco mentioned, is to integrate heads into more self-contained modules so they are easier to integrate, a way to expand existing markets. This would open up lots of potential customers. Some might be big companies, but even a big company can have only so many packaging lines. To get into big numbers, head vendors need a lot of these kinds of customers, and in time they could add up to worthwhile volume. "If you can get, say, fifty Proctor and Gambles, then it becomes interesting," Marco posits. "But you have to offer usable out-of-the-box technology in order to allow users to get into those accounts."
Offering head integration consulting could help as well, but the talent pool in our industry is small and could limit the ability to scale up. Most of the industrial inkjet engineer expertise is in Japan and there would geographic hurdles in the way of consulting and servicing customers scattered around the globe.
Path Number Two is to engineer complete systems and figure out how to brand and market them. This path would be tough for companies like Xaar. They would be competing with their current customers, and would have to develop channels and a new level of customer support from scratch. That's why companies like Spectra, Xaar and Ricoh are moving toward modules instead.
Third, and the most interesting Mark and Marco believe, is to develop new applications, applications that are not printing related. Rather than printing, we find ourselves talking about various micro-pump applications. More on this later.
Betting Game Moving ahead with one or more of these three growth strategies becomes something of a betting game, Marco believes. "A lot of the head vendors are getting into modules…Spectra was probably among the first …Xaar is getting into it with Omnidot. Everybody is looking at ways to supply more than just the head, but also the fluids, the electronics, the mounting brackets so it becomes more turnkey, so it becomes easier and these little users who didn't have the resources to do this can now do it."
Some of the larger companies in Japan have gone quite a way on this integration path. A number have shown concepts. Ricoh recently showed its module concept. Konica has dropped hints at conferences about a module concept. Others include Olympus with TTEC and Canon's subsidiary FineTech. One or more Chinese vendors may give it a try at some point.
Path Number Two looks best for the large printing system vendors based in Japan that also have developed heads. They may have developed the heads for internal purposes, and also have the resources to develop branded products. A huge conglomerate such as Samsung or Panasonic might best make the branded product bet, in addition to using its heads for internal purposes. Panasonic may have originally developed its heads to print DVDs. Epson has been working on ways to jet polymers and conductive fluids to make flat screen displays and printed circuit boards.
"We don't know how well developed their product and distribution programs are at this point," Mark cautions, "but it's important to know that companies like Canon and Ricoh have taken physical integration of inkjet heads way down the road, and that part they must know how to do. A lot of people don't appreciate the significance of this. This path for these companies is realistic because they are so large they can invest lots in head development without having to commercialize them.
Some inkjet technology vendors are already looking ahead to Path Number Three, new applications, among them Impika, Cabot, and Xennia. Manufacturers in Japan and Korea have a lot of sunk costs invested in inkjet heads. They are fortunate in that the firms are large enough to make the investment without the promise of short term payback. They stand ready to work this new market as it develops with minimal additional R&D investment.
"Time and money solves everything," Marco muses. "And these companies have both. It's just a continuum on where you bet, which button you choose to hit. "
What about ink as a path to growth? Ink plays a critical role in the business model of the printer vendors. And ink formulations are closely tied to head design. Most of the head vendors' business models include a plan to profit with ink sales, but according to Marco, this has never happened. Mark points out that the ink business tends toward cartridges and a system of selling rather than the ink itself. The trigger for ink volume is fixed arrays, and that's only just beginning.
Microdeposition Now, Path Three: find incremental markets rather than-or in addition to-working existing markets. That's where microdeposition comes in. We see it just beginning to emerge. Jetting edible decoration onto food products has been around for a long time and might be seen as a primitive precursor of materials jetting.
Now we see Spectra, for example, launching a new "Materials Deposition Division." Mark explains. "A way to speak of it, or better understand it, is to envision fluid manufacturing or what we've begun to term 'liquid engineering.' This means making things, making functional components using fluids as the raw material and inkjet as a means of depositing the fluid. When you speak of printed electronics, you are speaking of manufactured products, whether an antenna or transistor, as discussed in I.T. Strategies newsletter Spectrum a while back (December, 2004).
"Further ahead is a new frontier, proteomics. Proteomics is an emerging application which allows you to take a skeleton of something and jet living cells onto it to grow, say a body part, in the correct shape. And there's 3D modeling, which everyone knows about. These are manufacturing techniques that used to be looked upon as a bit weird. But there's a suggestion in the air now that manufacturing using fluids is becoming an accepted avenue in its own right, and inkjet is becoming the preferred mode. Why? Because it is the mode where you can address each individual drop element, totally integratable with information flow. So from a manufacturing perspective, for very fine, low volume manufacturing, it's incredibly interesting."
Marco makes it graphic. "Maybe this isn't the best analogy, but it's a very simple one. Imagine a slurry wall, where people are pouring cement into a form. That's how things are done today in a lot of manufacturing, right? Now, with microdeposition, you have bricks that you can use to build any shape or form. The downside of the technology is that, because it is 'artisan,' it probably lends itself initially to very small scale stuff rather than high volume manufacturing. Today it's not going to be used to create a million flat screen display panels a year-that's probably a way off. But, if you want to make ten prototypes, that's here now.
"The point is to expand inkjet away from just graphics printing and into physical manufacturing. This is the concept behind microdeposition. It's not about representing some thing graphically. It's about creating the thing itself. It's moving the head business away from graphics, which has become somewhat static, to something that's much more interesting, more alive, more dynamic."
"The idea has gone abroad. The concept is spreading rapidly. Now the work has to be done," Mark adds.
So where do you make your bets here? Do you bet on microdeposition as the wave of the future? Or on modules? Do you bet on branded products? A lot of these things we've been talking about depend on channels. Someone like Xaar doesn't have distribution channels to sell branded products. Someone like Panasonic or Samsung does, but now it's too late for the consumer market. So they push on offset replacement. Panasonic has demonstrated a direct mail printing press with Miyakoshi, and so forth.
But this will be a tough road for them, since the established vendors like Xerox and HP are already there. So it becomes a distribution access problem for even a big company like Panasonic, no matter how slick its technology, without the established access channel. Presumably, it seems, building an access channel once established competitors are there is extremely difficult.
Leveraging the TechnologyUltimately, Mark and Marco agree, vendors will have to find something completely different. This brings us to "the new industry" model. But not directly. They circle around more or less as follows:
MB: Things will have to change. Looking at distribution, going indirect will happen because as average selling price goes down, you can't afford to go direct anymore. MH: Everyone is in trouble if things are premised on this same fragmented market. MB: You say that, but you may not have a choice. As the industry is now structured, that looks like the way most of it's going to be. MH: By leveraging this technology, you make a difference to the users of infinitely greater value. MB: Yes, but you may not be able to harvest that value. MH: I'm just raising the issue. As things stand, what we're talking about is that when it's all over, the total value of the industrial Inkjet print systems market may only ever amount to $10B to $20B, which is no substitute for the office revenues of digital print vendors at $100B. MB: But even as the head business is structured today, it's easy to overlook the fact that as prices decline a lot, you have people buying stuff that gets used less intensively. On the consumer level it's like cars and TVs today. MH: I think you're a bit printer-centric there. If you're just supplying printers, or print heads for that matter, it's not going to be that huge. But what you're doing really is altering a bigger process. In the industrial market you're printing things that used to be manufactured, whether it's a package or a transistor. Printing is part of a larger manufacturing process. I think this kind of technology will enable small-scale, localized, more flexible manufacturing. This will give rise to an industry, a new industry which in itself will be larger and more localized. MB: Hmm, yes, it would be like Acrobat for Adobe. Acrobat itself generates only around $400M in revenues. But the value that Acrobat creates is in the billions of dollars!! It's changed how people communicate, saving people billions of dollars. MH: That's right. Acrobat and the PDF created an industry within an industry that didn't exist before. It has transformed parts of the print industry. MB: Absolutely! And that's the same thing that will probably happen here. MH: You're enabling the transformation of various parts of manufacturing, and that's where the bigger dollars will be. MB: Ultimately, you're going to see things we cannot even dream of because we're just not wild enough. Cosmetic surgery-using inkjet to grow new body parts, things like that. But we will enable it because the price of entry will be so low. MH: What it means is that the print industry transforms itself to become part of manufacturing industries in both its print and manufacturing functions. Both the graphic and deposition function, part of integrated manufacturing techniques. They are building the box of a different industry that is part channel, part machine, part user-accessible technology.
Profiting from an Enabling Technology But how do the participants get revenue from all that, we ask.
Acquisition on good terms may be one model. Business history is filled with industrial evolution as one industry merges into another. When this happens supplier companies often get acquired. That's one option as this technology vector unfolds.
We look for role models, and return to Adobe.
Adobe may get only $400M in revenue from Acrobat, but based at least partly on this product, as a company its revenues have skyrocketed. By giving an injection of new life, an elixir, into PDF, it has sustained a huge base of customers for other things it does.
Mark runs with it. "It's an organic whole. And that will also be the case as we merge into this new industry. Whether printing graphics or doing programmed material deposition, you are actually enabling a manufacturing industry to come into existence and have a long life. You are creating an ecosystem in this new industry you serve that provides a customer base for you later on. The biggest single vector of change here is technology-print technology or deposition technology-however you want to see it. That's the vector of change. Just as PDF was the most important vector of change that enabled the graphics industry and Adobe to thrive."
But a note of caution. As Marco remembers it, when Acrobat was introduced no one understood it very well, and it took maybe ten years to grow into the product it is today. So it will be with microdeposition. It will take time for it to grow.
There are, however, major pull factors. One is a desire in the electronics industry-not a small business-to extend the functionality of electronics into large areas. This means flexibility, throwaway cost, and the path to liquid engineering. What's happening, as we noted back in our 2004 article on printed electronics, is a universal, long term historic trend which sees a technology first defining an industry and then in time merging into the industry it serves.
Unlike some industrial applications such as textiles, Mark feels we don't need to try to educate potential users about the advantages of microdeposition as a manufacturing technique. They are keenly aware of the technology and its possibilities. They are not going to apply it right away, but they know it will play a growing role in coming years. It's no longer 'printing,' but rather a precision deposition technology that is part of the industry it serves. It's a kind of archipelago of industries that do new forms of manufacturing, a market base that is much bigger than just inkjet products.
It's a vector of change, an enabling product. It can't happen right now. But there are a lot of people out there who know about it and that's something new.
Value Creation Consider today's office printer market, where we have gotten to maybe around $100B and can't seem to get beyond it. The expectation, or hope, has been that it can grow to a second $100B. This appears increasingly unlikely. But now, as reframed by Mark and Marco, that doesn't matter! The market for industrial inkjet systems may become only single billions of dollars. But like Adobe, it represents a key technology vector on which to build a future business base. It's not the revenue. It's the value creation. Our industry is ceasing to be one, and is becoming, say, five industries!
Marco sees a parallel in the film industry, noting it's essentially done, no matter how you look at it. "So Kodak says they are no longer in the photo business. Photos are just one element of publishing, or rather one part of a broader "infotainment" business. So it's no longer just $30B, rather perhaps $250B.
Mark agrees, noting that the photo business has diffused into a lot of peripheral industries that are all connected by the image. So now Kodak has a choice, the potential to put their mark on a variety of industries rather than being fixated on this one thing that got them to where they are today. "Its fragmentation driven by technology vectors created out of a group of key developments. Digital photography, CCDs created the destruction of the film business and the creation of all the image-driven industries we see springing up today, just as PDF has done for publishing and inkjet will do for manufacturing.''
It looks like the consultants are acknowledging a "limits to growth" challenge. Once that is accepted, they see new life being created. Not problems, but opportunities-much more productive than just trying to squeeze continued growth out of today's maturing markets. source it strategies
Thursday, August 09, 2007
Wednesday, August 01, 2007
Lucien Moons : A look in the Future
UV Roll-to-Roll Printing will Grow, says I.T. Strategies
"We expect UV roll-to-roll inkjet printers to impact solvent printer sales and output."
I.T. Strategies, the consulting firm based in Hanover, MA, has released projections for UV roll-to-roll inkjet printer growth and revenue gain over the next few years. The consultancy predicts that UV roll-to-roll printers (not including flatbed and roll-to-roll hybrids) could grow from an installed base of 199 printers in 2006 to 1300 printers in 2011, a compound annual growth rate (CAGR) of 46%. Additionally, I.T. estimates that total manufacturer revenue from UV roll-to-roll printers (including hardware, ink, and media) will increase from $121 million in 2006 to more than $560 million by 2011, a CAGR of 36%.
With this growth in the UV roll-to-roll market, reports I.T. Strategies, the solvent and the screen printing markets could be negatively impacted over the next 5 yr as print providers move jobs from solvent or screen printers to UV printers and as they decide to spend their dollars on UV printers over solvent or screen printing hardware.
Says Liz Ziepniewski Logue, senior consultant at I.T. Strategies, "It is still too early to tell what the exact impact of UV roll-to-roll inkjet printers will be on the solvent and screen printing markets, but it is clear there will be one…While we do not expect that UV roll-to-roll printers will replace solvent inkjet printers in the near future, we do expect UV roll-to-roll inkjet printers to impact solvent printer sales and output over the next 3 yr."
I.T. STRATEGIES
www.it-strategies.com
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