print illustrated v4-5 | Fujifilm

A LETTER FROM THE PUBLISHER

In a world riddled with self interest, we take pride in having a mission statement that embodies community building and the enrichment of everyone. You see, we can only achieve success by stepping out and going beyond ourselves to serve others. Being a safe bet for our clients and elevating the lives of others is the purest form of enrichment.

We subscribe to the notion that we must pull together rather than push product. Being pushy does not work in this world and adds to the overall noise. Consider the idea that we push people into harm’s way and pull them out of their problems. It follows that a heavy dose of self-promotion and product-centric content clouds our clients’ minds. Therefore, we see the concept of “pull” as gentler and more helpful.

For decades, printers trumpeted the features and benefits of offerings. But most customers have learned to ignore these details—at least at the beginning of the process. In fact, your ideal client may not even realize they could benefit from your product or service. In turn, they go through a great deal of self-discovery to determine what help they may need and, ultimately, will only engage with companies that focus on their concerns.

The most thoughtful business minds put themselves in a position to support those needs when they come to light.

FUJIFILM’S MISSION STATEMENT

Put another way, the client doesn’t care about your solution until they realize the problem you solve for them. And while they go through the process by themselves today, the messaging from you must shift to the problems you solve instead of the features your assets provide.

One of the biggest lessons we’ve learned over the years is that nobody buys features—it’s all about the benefits, especially in B2B marketing and sales. So, if we are lucky enough to pull people closer to us, we believe the conversation must always be focused on the differences the features make to the customer and how their outcome will be better because of them.

Our sales and marketing efforts are geared towards pulling people closer to us rather than pushing our solutions. This issue of print illustrated endeavors to pull you in by tapping into a couple of issues that matter most to you. Our cover article, “Lean On,” touches upon the challenge of current staffing issues and our second feature, “Next,” discusses how to inspire the next generation for the printing industry. Enjoy the read!

Season’s best, Mark Friedman Vice President of Marketing, FUJIFILM North America Corporation, Graphic Systems Division

IN THIS ISSUE

PULL

Building an environment for the creation and effective utilization of knowledge. Contribute to the advancement of the global community fostering mutual trust and enriching diverse cultures. Achieve growth and fulfillment in both our professional and personal lives.

INK SPOTS

Tactics, stats and trends that matter

CHANGING THE GAME

B2B SELLERS MUST CONSIDER NEW WAYS TO ENGAGE

Sellers have little opportunity to influence customer decisions According to Gartner’s survey of 750 B2B buyers, the ready availability of quality information through digital channels has made it far easier for buyers to gather information independently, meaning sellers have less access and fewer opportunities to influence customer decisions.

Approximately 77% of the buyers said their purchase process is complex or difficult. In addition, Gartner research finds that when B2B buyers are considering a purchase‚ they spend only 17% of that time meeting with potential suppliers. When buyers are comparing multiple suppliers‚ the amount of time spent with any one sales rep may be only 5% or 6%.

BY THE NUMBERS

GRAPHIC ARTS EMPLOYMENT NUMBERS DOWN SLIGHTLY IN SEPTEMBER

All printing employment was down 1.3% in September 2022 from August. Production employment was down 1.9% and non-production employment was down 0.1%.

HOPE RISES

Overall revenues dropped a bit in 2022, although not for everyone. Shops with 10–19 employees performed above average, and shops with 20–40 employees also saw a revenue rise compared to 2021. The largest print businesses (100+ employees) were also up a bit. The two size categories that saw revenue declines from 2021 were the smallest (1–9 employees) and those with 50–99 employees.

Source: whathteythink.com

CONTENT MATTERS

According to the ‘Manufacturing Content Marketing Benchmarks, Budgets, and Trends: Insights for 2023’ report, content is becoming a top-of-mind issue for manufacturing organizations.

Approximately one in four manufacturing marketers reported that their organization spends 25% to 49% of their total marketing budget on content marketing. (Another 62% reported that they spend less than 25%.)

‘STRAIGHT INTO IT’

HOW PROGRESSIVE PRINT COMPANIES TURNED FUJIFILM’S SUPERIA ZX PROCESSLESS PLATES INTO PRODUCTION WINS

Ease of use. No processor to maintain. No chemicals to deal with or dispose of. Environmentally and economically solid. Ricky De La Vega cannot say enough good things about the latest piece of technology he added to his equipment arsenal. The Miami-based printer—which runs a team that works three, eight-hour shifts, seven days a week from a stateof-the-art 50,000-square-foot facility—is always looking for an advantage.

De La Vega, who started the company in 1995, is known for continually providing his customers with rapid turnaround times, breathtaking quality and superior customer service. Sporting some of the industry’s most innovative commercial equipment portfolios, the Fujifilm SUPERIA ZX Processless Plates was a natural extension to its innovative mindset.

Designed to help reduce paper consumption, ink, and other main materials used in the offset printing process, De La Vega says his team was anxious to see what the ZX plates could do. Fujifilm designed the ZX to replace one of its process plates, which required a processor and chemicals to develop. That was one of the main selling points for NuPress.

“Our pressmen like that the ZX eliminated the plate processor because it helps them save time, money and it increases their production,” De La Vega says. “If you give the pressman anything that gives them more steps or slows things down, you’re going to get a kickback. But the ZX plates

were everything they were supposed to be. They did just what the manual said they would do. Our guys saw this.”

And, along with the buy-in from his team, the other benefits were all in black and white. For example, De La Vega says that his average water bill went from between $2,200-$2,500 every three months to $1,300-$900. Less use of chemicals was another important factor. “One of the biggest things with the other plates is that it took two people, four to five hours, to clean the rollers and the processor. They had to fill it up, drain all the chemicals, and then fill it up and drain it again. There were big savings in time and money by making the change.”

When the Knight Abbey Printing and Direct Mail team assessed the production value it was getting on the plates they were using, Tonya Spiers says the numbers jumped out—just not the way they had expected. Pulling in around 40,000 impressions, the pressroom team was having to run through two to three sets of plates just to complete a run. The production time was not only costing money, but also was putting a severe crimp in their manpower time.

Spiers, President of the Biloxi, Mississippi, full-service printer, knew it was time to make a change. “It was a simple switch,” she recalls. Today, the Knight Abbey team is getting 100,000 impressions and above—which means that along with no longer having to stop the presses on longer runs to change plates, the plates are producing more higher quality returns. “From a time and efficiency standpoint, you cannot ask for anything more,” Spiers says. “When you can save time and money, reduce the number of plates you have to purchase, and cut down on the amount of chemicals you use, everyone is happy.”

When you ask John Rawlins, President of iTek Graphics, to sum up his company’s experience with Fujifilm’s SUPERIA ZX processless thermal plates, one word seems to cover it all—flawless. Like other printers that have made the conversion, the Concord, North Carolina, printer was looking for ways to improve cost and time efficiencies, and fortify its sustainability efforts.

In a time when the industry continues to seek innovative ways to save money, time, and build a solid footing on the green front, the Fujifilm SUPERIA system has been the right innovation at the right time. The system helps reduce paper consumption, ink and

other main materials used in the offset printing process—all while conserving energy, lowering emissions and reducing water consumption.

Rawlins, a 40-plus year industry veteran, says making the transition exceeded iTek’s expectations all on fronts. “The plates have been flawless on our two Komori 40-inch 8-color UV presses. Plate life is up 25% over our previous plates, and the highly visible latent image on the plates makes plate identification much easier. There are no pin holes, no scratches, no defects. They have truly been error free.”

“In this business, it’s hard to get pressmen to adapt to any new processes, especially when it comes to ink and plates. With the SUPERIA ZX, they accepted it with open arms. The SUPERIA ZX plate is a totally reliable and dependable product. A definite ‘win’ for us.”

Our pressmen like that the ZX eliminated the plate processor because it helps them save time, money, and it increases their production.”

– Ricky De La Vega, Owner, NuPress

LEAN ON

Relying on trusted partners is critical

This spring, when the Microsoft team conducted an audit on the number of meetings that companies were having on its Teams platform, an interesting statistic jumped out. Not only had the number per week increased by 153% globally for the average user, but there was no indication the trend would reverse. The peak, it appeared, had become the new baseline. There were other numbers that popped, too. Along with the already high meeting loads, overlapping meetings (ones that were double-booked) increased by 46% per person. In addition, even as the overall meeting acceptance rate remained fairly steady— growing by only 3%—declines and tentative RSVPs soared to 84% and 216%, respectively.

In a time dragged by terms like “The Great Resignation” and “Quiet Quitting,” Microsoft’s Work Index Study: “Hybrid Work Is Just Work. Are We Doing It Wrong,” shows that parts of today’s workforce, on the whole, are working at hyper-speed amid what continues to be an overwhelming and hectic landscape.

The path forward involves creating a clear career path. That means promoting leaders and those with a desire to grow.”

– Frank Arostegui, Executive VP Sales, American Litho Inc.

With an interesting mix of both an inperson and hybrid workforce, companies are still learning to adapt to the changes around them—changes that are causing their fair share of challenges. Take, for example, this stat from the Microsoft study, which shows that 85% of leaders say the shift to hybrid work has made it challenging to have confidence that their employees are being productive. And while some are using technology to track activity rather than impact, employees lack context on how and why their progress is being tracked.

Mitch Craghead, Senior VP – Operations at Artisan Colour, says these kinds of dynamics are forcing the print industry to confront how it copes with today’s diversifying workforce. “This is a time where the opportunities for organizational changes are available to all of us. We can be creative in the work hours that we offer based on the individual needs of our employees. We can offer performance roadmaps for individuals and create work-flow champions to develop more engagement at the root-level.”

The Scottsdale, Arizona, award-winning digital commercial printer and color house is just one of the industry’s many companies working through the generational maze of new workers. It is time, Craghead admits, that as a collective, the industry must rethink how it makes itself more attractive to this new candidate pool.

How? Craghead recommends areas like cross-training existing staff for better load-balancing when staff miss work, exploring alternative resources for the labor pool such as universities with print shop programs and raising wages across the board. In addition, he believes that holding more one-onone meetings with leadership will help develop personal growth and worklife-balance plans for today’s new generation of workers.

This is a time where the opportunities for organizational changes are available to all of us.

We can be creative in the work hours that we offer based on the individual needs of our employees.”

– Mitch Craghead, Senior VP Operations, Artisan Colour

“We have had staffing issues because we have a reduced pool of experienced/trained candidates,” Craghead says. “There also is a limited response to traditional job postings on platforms such as Indeed, Zip Recruiter, etc. Candidates today have higher expectations for wages than previous industry baselines.”

Work in the New Normal According to a recent survey by Slack, nearly 43% of U.S. office workers say they “feel burned out at work”—a figure that neared its peak level last year. The survey, “Executives Feel the Strain of Leading in the ‘New Normal,’” shows that, more than anything, the pandemic helped accelerate many of the existing workplace dynamics, including heightened connectivity, shifting workforce demographics, and growing demand for equity.

The bottom line is that in times of disruption, leaders can either lean in and learn new skills or fall back on the practices of the past. Frank Arostegui believes that print leaders who are able to embrace the continual shift in workplace expectations will help drive the industry’s future of work. “We are now in a very good spot regarding staffing; we did have our challenges in 2021 and early 2022,” says Arostegui, Executive VP Sales at American Litho Inc. “Most issues are around people just showing up, working their entire shift or doing what’s been asked of them. This created a domino effect in our production timelines when people don’t show up or get the productivity expected.”

In its efforts to lead in this area, American Litho Inc., a leader in data-driven direct marketing solutions and print industry innovation, took a different tack: It made things fun. “We developed a friendly competition between teams and awarded the best performances at the end of each shift with gift cards, and then again at the end of the week. As soon as we

started to do this, we saw an immediate increase in folks showing up on time and days scheduled.”

There were other incentives, too. For example, along with giving raises to show its appreciation, American Litho instituted a referral bonus program. “The path forward involves creating a clear career path. That means promoting leaders and those with a desire to grow. It means listening to what our people have to say more.”

In what has been some of the most trying times the print industry—or any for that matter—has experienced in our lifetimes, the key sometimes comes down to the most basic of premises. In the case of American Litho, that meant (and means) implementing a blueprint that everyone can follow.

First and foremost, it involves having a plan. “Plan, plan and plan,” Arostegui says. “If you want to break that down, that means having a Plan A, Plan B and Plan C. It means having the ability to be flexible and to overcommunicate every step of the way. Like I mentioned before, you have to be able to listen. You have to be able to not only recognize what your employees do for you, but also make sure they know that they are going to be seen and heard. It really makes a difference.”

The other factor, and one that every printer and vendor in the industry must relate to, is building the kind of partnerships that can hold the line in times of need. “It is all about communication,” Arostegui says. “We need our partners to communicate their challenges daily, weekly, monthly.”

A Next

INSPIRING THE FUTURE PRINT GENERATION

ccording to a recent survey by the jobsite CareerBuilder, Gen Z workers—those ages 25 and under—continue to be pretty honest about what they are looking for in a job today: higher pay, a flexible schedule and better benefits, in that order. And, if you are reading the room correctly, this same group too often is perceived as lazy, entitled, lacking social skills, phone etiquette and manners, and are addicted to their phones and screens.

What’s a printer to do, right?

Nicholas Alvarez has some thoughts. As head of Operations, Sales, Marketing and Business Development for Alva Printing Graphics Center, Alvarez says that no matter what strategy your company takes, it all comes down to culture.

At its core, today’s work landscape—whether companies want to admit it or not—means one that is flexible, a place where employees have greater choice and control over when, where and how they work. And while not every job can be done away from the office, employees want greater autonomy.

Gen Z has gotten a bum rap. They are hardworking as long as they understand the why behind the what of their position. They want to effect change and want to be heard.”

– Jennifer Turgeon, Strategic Marketing Manager, NextPage

“I believe that our company culture and overall work environment plays a huge role in employee retention,” says Alvarez of the Ontario, California, commercial and web-based printing company. “Furthermore, for new hires, our onboarding and orientation process sets the tone for employees to feel appreciated and valued. A safe work environment is also very important for employees to remain.”

That said, Alvarez says the print industry’s inability to properly reach the next generation of talent will inevitably hurt its chances to woo them into the mix. “Today, more than ever, the print industry needs new and younger talent—future leaders—to sustain the technologically driven path it is heading down. Gen Z is looking for truth, honesty and transparency in everything, including the companies they seek to work for. Rather than watching events unfold, they are willing to call out and take action against anything that differs from these core values. To attract this new generation of workforce, we must ensure our corporate culture and values are aligned with these expectations.”

The print industry can be enticing. With a workforce attracted to and looking for content marketing and creation in the form of videos, graphics and images combined with music and short edits, Alvarez says there are opportunities. To attract the workforce, along with ink on paper print, he believes the printers that succeed will grow into digital advertising agencies and content creation firms that utilize all forms of content and social media.

“This next generation workforce is only going to contribute to our industry if we prove to be a social media marketing and digital content provider,” Alvarez says. “As an industry, we must adopt and promote remote and online communications, via Zoom,

Skype, Microsoft Teams, etc. Gen Z is accustomed to using and prefers this form of communication. To attract them to our workforce, we must strive to incorporate this form of communication, not only internally but with our clients and vendors as well. Gen Z is not looking for perfection in a company, but rather for a company to be genuine and trustworthy.”

Fixing tomorrow, today

This much we know: The pool of available talent as it relates to the printing industry has declined over the years, especially as skilled workers continue to age out. In addition, educational institutions are not doing

the industry any favors by focusing on the pathways needed to replenish the troops. The industry needs press operators, bindery, finishing, etc. In addition, too many print companies are too small to have staff that is devoted to developing talent.

But while a lack of developed talent is taking its toll, Jennifer Turgeon believes there is still hope. If attacked properly, the industry can turn the disadvantages into advantages.

“If we can create a unique culture that attracts and engages the next generation of print talent, we will find ourselves at a very specific advantage in the marketplace,” says Turgeon,

Word of mouth. Relationship building. Referrals. Each tactic is one that print professionals can employ to help build the base. The key is that, as a whole industry, the industry must initiate training programs and pathways for the skills it needs. “A person coming out of high school can get a job at a solid printing company before their peers graduate college,” Turgeon says. “They can be making a great wage, working with advanced technology and have no school debt.”

In the swath of stories that paint the Gen Z generation as lazy, unfocused and unmotivated, Turgeon says some of those stereotypes may have been

given too harshly. “Gen Z has gotten a bum rap. They are hardworking as long as they understand the why behind the what of their position. They want to effect change and want to be heard. Too often, Baby Boomers don’t see them and discount them. We might say, ‘They live in their parent’s basement,’ or ‘They just don’t work as hard as we did.’ Well, guess what; they are smarter than we ever were. They are brilliant. They value engagement. They value things other than work. The world no longer belongs to the Baby Boomers. It belongs to Gen Z.”

It is in that acceptance—or steps to do that—that the print industry can move forward. The print industry is the original influencer. It is capable of creating works of art and platforms of knowledge that can change the world. Those are the kinds of attributes that are capable of attracting a generation bent on creating change.

“Gen Z has grown up in a world that wasn’t as separated as previous generations,” Turgeon says. “Through technology and population movement, they are more likely to have grown up with people different from themselves. They demand equity. They demand acceptance of unique ideas and unique people. They value relationships. They want to know people are engaged. They want to see owners on the plant floor. They want to engage on their terms. A text message from a senior staff member goes miles. An impromptu conversation is valued. By getting to know them, we show them they are valued.”

In the move to inspire the next generation, the chess pieces are there. It depends on what your next move is.

Strategic Marketing Manager for NextPage, Kansas City, Missouri.

Gen Z is looking for truth, honesty and transparency in everything, including the companies they seek to work for. ”

– Nicholas Alvarez, Operations, Sales, Marketing and Business Development, Alva Printing Graphics Center

HISTORY IN THE MAKING

ACUITY ULTRA HYBRID LED WIDE FORMAT PRINTER OPENS UP NEW MARKETS

Featuring Uvijet UH: New LED UV inkjet series History provides context for how things evolve and how we arrive at our current state. History also helps define people and organizations. As an example, FUJIFILM is defined by an ability to innovate in order to deliver

Since 2000, FUJIFILM has produced some of the most highly regarded UV cured inkjet inks and systems on the market, including the popular Acuity range of wide format printers launched in 2007. And while these are remarkable solutions, it is the opportunities that they create that matter

History has shown that Fujifilm has been a leader, but the dedication to continuous improvement is the mark of great stewardship within the printing industry.

The latest example of value creation from FUJIFILM North America Corporation, Graphic Systems Division, can be found with the Acuity Ultra Hybrid LED printer, which will be available at the beginning of 2023. This new and improved machine with stunning aesthetics and exceptional functionality provides a competitive advantage within the sign and display market.

According to Shaun Holdom, FUJIFILM Corporation, WFIJ System Business Headquarters, the new Acuity Hybrid LED Printer affords printers the opportunity to not only compete within new markets but stand out from the others. “The Acuity Ultra Hybrid LED wide format printer is a high-end printer for rigid and flexible media, and produces exceptional near-photographic quality for close viewing applications including interior graphics, signage, and decor, as well as the speed and durability for long distance viewing applications including short- and longterm exterior signage and industrial applications,” says Holdom.

Versatility is critical in the signage and display business. The combination of

handling both rigid and flexible media, running at maximum speeds of up to 2,346 ft²/hr. (roll-to-roll) and a resolution of up to 1200 x 1200 dpi, means printers can support a multitude of client requirements.

feed accuracy throughout every print run. Acuity Ultra Hybrid LED creates value on the demand side of the business and within the operating portion.

History has shown that Fujifilm has been a leader, but the dedication to creating deep value is the mark of great stewardship within the printing industry. “Our new blueprint for wide format printing will provide our customers with greater flexibility, ease of use and even better ROI,” says Holdom. “The development of the Acuity Ultra Hybrid LED showcases Fujifilm’s commitment to continually meet our customers’ changing needs.”

After considering the internal efficiency needs of the operation, FUJIFILM designed the Acuity Ultra Hybrid LED media loading and unloading tables with a unique textured table surface so that feeding and alignment of rigid media is optimized. A strong catch mechanism protects against accidental damage and secure locking allows for media

For additional information on the new Acuity Ultra Hybrid LED wide format printer, go to https://printus.fujifilm.com/products/wide-format-printers/acuityultra-hybrid-led/

For additional information on FUJIFILM North America Corporation, Graphic Systems Division, go to www.print-us.fujifilm.com

Since 2000, Fujifilm has gone on to produce some of the most highly regarded UV cured inkjet inks and systems on the market, including the popular Acuity range of wide format printers launched in 2007.

BUILD MESSAGING THAT MATTERS

CREATE. ACTIVATE. AMPLIFY.

By Joseph Metzger

In his bestselling book, “Good to Great: Why Some Companies Make the Leap...And Others Don’t,”

Jim Collins expounds on the concept that greatness is a choice. To prove his point, the former Stanford Business School professor and acclaimed author assembled a 21-person research team for a five-year project to read and code 6,000 articles, generate 2,000-plus pages of interview transcripts and create 384 megabytes of computer data.

What Collins discovered was that the difference between success and failure is far less about what the world is doing to you, but rather what you are doing for yourself.

Being a great company means making choices about what you do and how you do it. It means looking at your products and markets objectively, and testing your assumptions about where the growth is now and where it’s going in the future.

Your business strategy should enable you to compete and win— not just anywhere and everywhere, but anywhere and everywhere you choose to win. And that’s an important distinction. Through public relations (PR) and social media, every company has the opportunity to focus its outreach and messaging on the targeted customer community it wants to attract, and to build the brand it aspires to be.

To get there, your messaging should align with the relationship you are trying to build and sustain with your communities. And your marketing and communications efforts should seamlessly, effectively and clearly inform, persuade and collaborate.

Of course, just saying it doesn’t make it so. You have to live it. In your PR, marketing, and social media outreach, communicating directly with your target community means you must:

» Determine (with speed) what needs to be said

» Say the right things

» Do the right things

And never forget to listen and respond to your customers through active, two-way dialogue.

While you believe you’re marketing your message effectively, you may not always be delivering it consistently

or in the way your customers access and consume information. This is critical, especially in today’s rapid-fire, unpredictable, multichannel world.

What is the secret? Assuming your marketing strategy is in place, start with the essential tenets of building your messaging strategy. These include defining the gold standard that sets your products and services apart, establishing your goals/KPIs, knowing your target audience and having a compelling story to tell.

What I’ve found is that all your messaging—from your collateral materials to your social media voice—MUST start with the customer in mind. I know I’m not the first person to say that, but I’ll be the first to admit that it’s easier said than done. I’ve found that following the sequence of steps below provides the best framework for breaking your communication strategy into manageable tasks.

Being a great company means making choices about what you do and how you do it.”

Create — Establish your “go to” messaging. What are the three to five core, differentiated points you want to convey? Make sure this messaging is infused consistently in your PR, marketing and social channels.

Activate — Identify how you want to roll this messaging into the marketplace. Sometimes it’s focused on selling a product, other times it’s about building awareness, credibility and/ or relationships.

Always make sure you have the protection of your brand top of mind. Take social media for example: Does your team fully understand what should—and what shouldn’t be—said? Ultimately, it’s what you say. How you say it. And what you do and how you do it. Consistency drives engagement and helps to build your brand.

Amplify — Effectively getting your message to the masses is the goal of any campaign. This engagement crosses many lines, including media relations, advertising, social media, partner channels, etc. Your choice of media mix broadens your reach, but it also can get overwhelming. With so many options

available, stay focused on the most trusted channels and media where your target customers spend their time.

Manage — Stepping back and taking stock of your efforts is critical. Make sure to establish goals and KPIs before you begin your campaign, so that you can measure effectiveness and optimize your strategy as new data becomes available.

Everything is tied to the story you tell and share—one that extolls the benefits of who you are, and what you do to inform choices and influence behaviors. By effectively crafting this messaging, you can design a well-rounded communications and outreach plan that engages with your community.

The most successful brands at this are ones that offer a belief and purpose their customers can stand behind. It’s been said that “a brand is a promise”—a promise to your community and customers about your competencies and values. Hopefully, you’ve already chosen to be a great company. Now it’s time for YOU to amplify and share that with the world.

Your brand’s distinctive style and voice will help amplify your story across any media you choose. Your brand should reflect values you share with your customers—ideals that create a powerful value proposition and strengthen customer bonds.

Your brand should reflect values you share with your customers—ideals that create a powerful value proposition and strengthen customer bonds.”

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