print illustrated v4-1 | Fujifilm

Volume 4 Issue 1 Fall 2021

THE

BUYING JOURNEY

Aligning the sales & buying process

Re-energize your business

Brand trust drives growth

Print expert shares thoughts on what lies ahead

BELIEVING IN PRINT

Moving forward together into the future of printing FUJIFILM has long supported its customers in their efforts to succeed, grow and transform their business. Our hope is that we have provided support, innovation, and leadership as we have, together, met the challenges of a dynamically changing world.

Our gift to you is the assurance that “quality” and “trust” remain at the heart of our efforts. Our gift to you is the commitment that we will NEVER STOP BELIEVING IN PRINT and believing in you.

Subscribe to print Illustrated by visiting www.fujifilminkjet.com/print-illustrated-magazine/

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From the Gut A LETTER FROM THE PUBLISHER

Our industry is one of the rare places that is rooted in human connection. We have persevered over time by engaging clients on a personal level, built understanding through deep relationships and developed our intuition through grassroots listening. You can take great pride in the fact that our “gut feel” is built from a level of humanness that the rest of the world is craving.

The macro-business community is being dominated by data and information. Algorithms are wonderfully powerful tools that provide the kind of insight that the printing industry should covet. While we have always relied on a level of intimacy, maybe it is time to reap the benefits of marrying our collective intuition with analytics.

Despite the fact that the static world undervalues intuition, the balance of our gut and relevant data may just be where creativity and inspiration reside.

Consider that the last 18 months has not provided compelling data nor has it provided a platform for real human connection. The time is ripe for any organization that wants to embrace the powerful combination of intuition born from live interactions and thought-provoking data that will help us all make better decisions.

As our industry knows well, personal engagement matters and when you combine authentic interaction with the power of data, the impact is significant.

In fact, we believe that while a majority of printers pay more attention to the intuition of their sales departments, those that will stand out will also use data analytics to dig a little deeper.

Over the last 18 months, many organizations stepped back to assess both their own purposes and the values of their communities. In turn, we at Fujifilm believe in the possibilities that

PRESS Komori lS 840 PLATES Fujifilm SUPERIA LH-PL thermal plates SCREENING Fujifilm Co-Res Screening

are born from balancing great empathy and understanding with the critical insights from data.

We are thrilled to resume print illustrated, my first at Fujifilm, because it affords us the chance to tap into both sides of our industry. We are re-engaging the marketplace through real interviews and conversations in an effort to listen better and get a better understanding of what really matters to you. Simply put, we still believe that better understanding comes from the connections that make us uniquely human.

IN THIS ISSUE

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FROM THE GUT A letter from the publisher

INK SPOTS Tactics, stats, and trends that matter

“We at Fujifilm believe in the possibilities that are born from balancing great empathy and understanding with the critical insights from data.”

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Albert Einstein said, “The intuitive mind is a sacred gift and the rational mind is a faithful servant.” Some would argue that the society honors the servant and has forgotten the gift. Our industry, thankfully, is based on listening well and at Fujifilm we are choosing to innovate by listening better and using data to support our understanding.

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THE BUYING JOURNEY

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REBOOT

Real connection never goes out of style and print is an intuitive vehicle that can fill the emotional gap that exists today. And now we can collectively elevate ourselves through a balanced understanding of the communities that matter most.

I am excited to be here and hope you enjoy this issue.

Warmest wishes, Mark Friedman Vice President of Marketing, FUJIFILM North America Corporation, Graphic Systems Division

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RISING UP Fujifilm’s Inca OnsetX3 HS helps drive Cowan Graphics to the next level

Aligning the sales & buying process

How to re-energize your business

BENCHMARK Fujifilm’s Acuity Prime series sets the standard in flatbed

NEW HORIZONS Print expert shares thoughts on what lies ahead

print illustrated is published quarterly

by FUJIFILM North America Corporation, Graphic Systems Division Copyright 2021 All rights reserved Managing Editor Gregory Pas, FUJIFILM Creative and Editorial Direction Conduit, Inc. conduit-inc.com Fall 2021

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INK SPOTS

Tactics, stats and trends that matter

TRIED TRUE BRAND TRUST DRIVES GROWTH

61% 57% WILL ADVOCATE Recommend it to others Display it on my person or in my home Talk about it in my social

WILL PURCHASE

Buy new products or services it introduces Buy it even if it is not as cheap as other options

They like it, they want it, but do they trust it?

Sixty-eight percent of people say that it is more important to be able to trust the brands that they buy or use today than in the past, according to the “2021 Edelman Trust Barometer Special Report: Trust, The New Brand Equity.” This number is even larger for younger consumers, with three fourths of 18 to 34-year-olds stating that trust matters more in today’s world. Brands that connect to culture, purpose and society ultimately grow and succeed. Here are the percent who say they are more likely to do each for brands they fully trust compared to those they do not trust:

43% WILL STAY LOYAL Stay loyal to it Stick with even if something goes wrong

31% WILL ENGAGE

Participate in activities or causes it sponsors Share personal data, allow it to track me online

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RISING UP FUJIFILM’S INCA ONSETX3 HS HELPS DRIVE COWAN GRAPHICS TO THE NEXT LEVEL

Cowan Graphics Owner and President Blaine MacMillan believes that you can never be too prepared when it comes to delivering customer satisfaction, especially when you serve a diverse set of markets across Canada and parts of the U.S. As one of the largest digital and screen printing companies in Canada, Cowan Graphics has built a reputation as the source for a variety of corporate branding signage and graphics. “With the years in this industry and the varied markets we serve, we have certainly relied on our ability to deliver,” MacMillan says. “While we didn’t feel like we needed the capacity today, we felt it was good to look ahead.”

Innovators like Cowan Graphics understand the importance of staying ahead of technology trends. MacMillan says, “It’s important to have the right technology available—one that can keep up with market demand and offer diverse products.”

In its search to expand its offering, Cowan Graphics turned to FUJIFILM North America Corporation, Graphic Systems Division, where the OnsetX3 HS caught

MacMillan’s eye. Capable of printing in excess of 15,500 ft²/hour (283 beds/ hour), the OnsetX3 HS features three sets of CMYK ink channels, as well as optional white channels.

And in a time when productivity is everything, the Fujifilm Dimatix drop-ondemand printheads create high volume, quality images onto a wide variety of media. In addition, to ensure maximum throughput, the Inca OnsetX3 HS is compatible with Inca’s flexible automation systems, which offer customers like Cowan Graphics the choice to operate in semi- or full-automation.

MacMillan told us, “In accommodating the diverse offerings of fast-turnaround, short-run work, the OnsetX3 HS has more than stood up to the challenge for us. And in the case of corrugated jobs, we believe that given its price point and its capability, the HS is the perfect solution. It has been a refreshing solution for fast turnarounds, and the need to change jobs and substrates quickly.”

Fujifilm’s Inca OnsetX3 HS wide format UV flatbed inkjet printer with robotic handling system in Cowan Graphics’ 150,000 sq. ft. facility in Alberta, Canada.

As deadlines shorten and requests for personalized services expand, finding a high-quality, efficient and reliable printer that could produce images on a wide variety of media was the asset Cowan Graphics needed. “With our engineering, fabrication, installation and graphic design teams in place, we had most of the right resources in place to push the envelope with our offerings,” MacMillan says.

The increase in productivity from the OnsetX3 made it possible for Cowan Graphics to stand out in a crowded marketplace. “We’re sincere in our desire to exceed our print solution requirements,” MacMillan says. “And as part of that, we partnered with Fujifilm to drop in their flagship piece of equipment.

I think the message is that we’re not done. It’s a journey and we are going to continue to reinvest.”

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THE

BUYING JOURNEY Aligning the sales & buying process

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recent McKinsey study, “B2B Pulse: How B2B Decision Makers Are Responding to the Coronavirus Crisis,” revealed that the number of customers who desire working with a seller to evaluate a solution has dropped by 120% in the last three years. If you’re looking to read between the lines, the truth is that today’s customers are overwhelmed with information, diminishing the value of the seller and making it almost impossible to break through the noise and get a meeting.

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But before your print shop settles into the fact that the best way to get in front of prospective customers is to have a plan to break through the noise, understand that sometimes the sales process and buying journey are as simple as the reputation your company portrays through the most practical approaches.

Take the significant monthly piece of business that Hudson Printing closed recently in less than a week. Owner and CEO Paul Hudson admits that by the time the principal decision maker reached out to him via LinkedIn, the customer already had decided to go with Hudson. And get this—Hudson had no idea they were even looking at his company.

“None of my sales reps had sniffed this out or ever made contact with the customer before.

No RFPs. No lengthy contract negotiations.

No posturing. The conversation was, ‘We admire Hudson’s reputation; we’d like to make you one of our key suppliers.’”

The only other steps in the buyer journey for the Hudson team was meeting the parameters of the project, i.e., pricing, job details, etc. The final touch was a promise to run a test and start moving work as soon as the customer was ready.

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In a time of unprecedented—and globally historic circumstances—the new days of selling and prospecting from today’s printers are unlike anything the industry has even seen. Truth be told, the old ways are minimally effective. “People do not want to be contacted in the same ways,” Hudson says. “Few are interested in donuts or bagels anymore. Most inquiries, calls and emails go unanswered.

And all contacts are inbound.”

In today’s up is down landscape, print buyers decide when and how they will contact you. The only thing for sure is that when they reach out, they have a problem they need solved, and most likely already have determined you are their solution. “Today’s customers determine trustworthiness based on online reputation, research, published content and word of mouth,” Hudson says. “This is a ‘no touch’ environment. Because of the current paper and supply chain environment, it’s not only about price.

Competitive pressure based on price has only temporarily eased.”

Tom Stanfill, founding partner of ASLAN Training & Development, and author of “Unreceptive: A Better Way to Sell, Lead, and Influence,” says that the best way printers can help their customers through the process is to build the journey around helping them make the best decision versus how they want to sell. The key is learning the personas that your salespeople come up against on any given call.

“At the simplest level, there are customers who are open and receptive to meeting and listening to sellers, and there are customers who are emotionally closed,” Stanfill says. “Either the subject is closed or the door is closed. This matters because sellers need to understand there are two distinct strategies needed when the customer is closed.”

Other personas include levels of buyers in the organization (end user, director and executive), as well as understanding the political structure when decisions are being made (evaluator, coach, influencers and decision maker).

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“The most common issue a salesperson is going to face today is prospecting— getting meetings with new customers,” Stanfill says. “The success rate is less than 2%, and declining. This is due to the flood of information in the market, which not only is a barrier to getting meetings but also hinders a seller’s ability to influence.”

LET’S CHAT IT OUT

What are my buyers doing? What is affecting them? How are they managing? You have to ask the questions. If you do, many times, the buyer will tell you, so put yourself in their shoes.”

“We can’t be boxed in by fear,” says Acord, owner and VP of sales. “I personally had to slow down and think: What are my buyers doing? What is affecting them? How are they managing? You have to ask the questions. If you do, many times, the buyer will tell you, so put yourself in their shoes.”

– Deidre Acord, Owner/VP Sales, Capital Printing Company

During the first year of the pandemic, Deidre Acord says that panic had everyone running around looking for ways to sell. One of the keys that helped Acord and her team at Capital Printing Company was to take a deep breath and slow everything down.

Throughout the continuinually changing landscape, Acord has used a technique she calls, “Chat Opportunities.” One of her favorites is the Chat Card, which she sends out to customers via email and social media. The strategy lists five

different ways to engage with her customers, including Curbside with Coffee, telephone, email, Zoom or a plant visit.

“We tend to stick to what is comfortable,” Acord says. “For example, we do business with a brewing company, so many times, we offer to meet clients at their businesses. It gives us an opportunity to support them.”

Throughout the buyer’s journey, the Capital Printing team is committed to understanding what they are trying to accomplish with each customer, and then building a plan based on goals, timelines, etc.

As a longtime thought leader and sales expert, Stanfill says that technique is key to hitting your ultimate goal of building a longstanding relationship, not a one off. “Sellers need to be ‘other-centered.’

They need to understand what’s on

People do not want to be contacted in the same ways. Few are interested in donuts or bagels anymore.

Most inquiries, calls and emails go unanswered. And all contacts are inbound.”

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the decision-maker’s whiteboard and demonstrate their desire and ability to help them solve their problem.”

As Stanfill says in his book, when sellers shift the focus from crafting the perfect message to creating receptivity, they flip the entire art of selling on its head and form lasting relationships that set them and their customers up for lasting success.

In the end, that is the truest path in the buyer journey.

– Paul Hudson, Owner/CEO, Hudson Printing

ways your print sales team can guide customers through their buying journey

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Problem solving: When a prospect reaches out to your company, you must be ready to help solve the problem.

Marketing: Trust your ratings. Trust your content online. Have a solid foundation of market leadership. These are all things that your company must do continually (not so much the individual rep, but the company overall). Without this, the only inbound traffic is word of mouth which, while important, only casts a small net. Today, everything is inbound and authenticity is key.

Relationship building: Once inbound leads are converted and become customers, it is all about maintaining the relationship of trust in the traditional ways, i.e., good product, good communication and no surprises.

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HOW TO RE-ENERGIZE YOUR BUSINESS

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n his game-changing book, “Ctrl Alt Delete: Reboot Your Business. Reboot Your Life. Your Future Depends on It,” bestselling author Mitch Joel warned that if your company did not start thinking about rebuilding its business model, it could end up obsolete. That was in 2013. One of the world’s foremost experts on the topic of change, the founder of acclaimed content firm Six Pixels Group is not someone who just thinks about the now. He believes in thinking about where things are going—how, where and when ideas and movements converge.

One of the biggest challenges companies face today is keeping up with the ever-increasing pace of change. The need to constantly adapt is always at odds with the counter-balancing need for standardized systems and processes.”

– Susan Robertson, Professor, Applied Sciences, Harvard University

A stirring read on how to change both your business model and the way you operate it (rather than change management), “Ctr Alt Delete” is a blueprint for company leaders unafraid of thinking outside their purveyors. In it, he lays out the five key movements that can change businesses forever: • Building direct relationships with “nonlinear” customers • Utilitarianism marketing • The convergence of passive and active media • The shift from analytics and data to “brand-consumer marriage” • The evolution from multiple screens down to one screen As a Harvard instructor on applied creativity, Susan Robertson spends lots of time helping to empower individuals, teams and organizations to more nimbly adapt to the kind of changes Joel outlines. “One of the biggest challenges companies face today is keeping up with the ever-increasing pace of change.

The need to constantly adapt is always at odds with the counter-balancing need for standardized systems and processes. Only the tiniest companies can sustain themselves without standardized processes; in order to grow and scale, the tasks of the business must become efficiently repeatable.”

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REBOOT Robertson, who has spent the past 20-plus years coaching Fortune 500 business leaders, says that having those necessary standardized processes in place can blind you to changing circumstances which might require rethinking what you’re doing and how you’re doing it. She says that it is about transforming your thinking from, “Why we can’t” to “How might we?”

To understand when to reboot, you first must dip your toe into neuroscience. Everyone shares a set of cognitive biases—mental shortcuts used for problem solving and decision making.

To note, these cognitive biases are not individual or personal biases, they are a neuroscience phenomenon each of us share. Robertson believes it is critical to understand that they operate subconsciously, i.e., you are not aware when you are relying on them, which

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causes them to affect your thinking in unimaginable ways.

One of these cognitive biases is called the Status Quo Bias—a subconscious preference for the current state of affairs. “We use ‘current’ as a mental reference point, and any change from that is subconsciously assumed to be a loss,” Robertson says. “As a result, we frequently overestimate the risk of a change, and dramatically underestimate the risk of ‘business as usual.’

Our subconscious assumption that our current course is the least risky plan is potentially very dangerous.”

Relax. Breathe. Recharge.

Bestselling author and founder of Step Back Leadership Consulting, Jason V. Barger, likens the process of rebooting your company to breathing. With everything often seemingly splashing

around you in uncontrollable waves, deep breaths are required. A leader’s role, simply put, is to breathe oxygen into their people with mindsets and actions that fuel energy, possibility, connection and progress, while flushing out negativity, blame and toxins.

“The best leaders and teams understand their role is to help give energy, hope and life so that their people are able to thrive in a complex environment,” Barger says. “These leaders and cultures are intentionally inhaling and exhaling with their people. The air they breathe and the mindsets they bring to stimulate action is everything.”

To find clarity in the decision-making process to reboot, Barger recommends several approaches that the companies he works with employ. The easiest place to start is to sketch out your vision and

T The best cultures proactively help their people breathe and navigate through obstacles, together.

The ecosystem of your culture is grown, developed, cultivated and led with intentionality, one breath at a time.”

– Jason Barger, Founder, Step Back Leadership Consulting

before deciding on a final plan.

Robertson says that a foundational principle in creative problem solving is the concept of separating divergent thinking (generating many ideas) from convergent thinking (making decisions about ideas).

“To avoid this scenario, you must establish the separation of divergence and convergence,” Robertson says. “Set the expectation that many potential ideas will be generated (divergent thinking) before any ideas are evaluated (convergent thinking). Reams of research and experience in the creative problem-solving process prove that this separation of these two thinking processes results in better outcomes.”

the direction you want your retooled business model to follow. Are both clear and viable options? Is your strategy set? The next step involves widening the circle of responsibilities at the table.

Inclusive driven teams and strategies are always stronger.

Finally, taking ownership in your strategy and everyone you enlisted to make it happen is critical. Focusing on shifting conversations from blame to solution-focused discussions.

“The best cultures proactively help their people breathe and navigate through obstacles, together,” Barger says.

“The ecosystem of your culture is grown, developed, cultivated and led with intentionality, one breath at a time.”

And while she warns that innovative ideas inherently come with some risk in the early phases of development, Robertson recommends doing due diligence to assess the true levels of risk that exist. If you kill an idea too early in the process, you will not have any truly innovative ideas to consider. “Once you have established a plan for a reboot, one of the biggest barriers will be getting everyone to accept that there’s actually a need for one. Most employees won’t have the same information and perspective that you have. Your primary objective is not only to fully communicate your vision, but to fully communicate the need for the change.

That’s critical to helping your team understand that the risk of not changing is likely bigger than the risk of a reboot.”

Blackberry. Nokia. Blockbuster. As history reminds us, the economic landscape is littered with companies that have gone out of business by failing to recognize the need (and proper fundamentals) to execute change. Now more than ever, it is the time to get excited about the prospects (and need) for change.

Any reboot plan should be preceded by loads of creative thinking—a process that will help generate potential options

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THE BENCHMARK

FUJIFILM’S ACUITY PRIME SERIES SETS THE STANDARD IN FLATBED It’s all about the customers.

What they need. When they need it. How it is delivered to them.

When progressive printers want to gain a strong foothold in today’s competitive landscape, they need a strategy that could hit all those criteria—and then some.

To allow print providers to keep pace with the ever-evolving needs of their customers, FUJIFILM North America Corporation is pleased to announce the launch of its Acuity Prime Series—the benchmark in flatbed printing.

For forward-thinking printers that want to accommodate the growing need of printed products for distance and close viewing, the Acuity Prime can produce amazing variety. The vacuum table can handle almost any substrate. It secures rigid and flexible media and holds it thoroughly flat for high-quality print across every sheet.

Rebecca McConnell, segment marketing manager, wide format inkjet, FUJIFILM North America Corporation, Graphic Systems Division, says, “The great thing about the target market for the Acuity Prime is the range of print providers that can benefit from its production. It is for anyone who needs to produce short-run term specialty items from signage to just about anything you can imagine like cornhole sets, mobile phone cases, glass and doors. It is a fantastic vehicle for commercial printers due to the low cost of entry and ease of use. And packaging print providers can 12

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prototype on the fly, allowing them to execute test markets and increase their speed to market.”

The option to print with white and clear inks, and to print directly to almost any material in perfect registration, enables the Acuity Prime to produce high value, creative work that could offer opportunities for new revenue. With the jettable primer option, the Acuity Prime can adhere to a wide variety of industrial media.

The great thing about the target market for the Acuity Prime is the range of print providers that can benefit from its production. It is for anyone who needs to produce short-run term specialty items from signage to just about anything you can imagine like cornhole sets, mobile phone cases, glass and doors.”

– Rebecca McConnell, Segment Marketing Manager, Wide Format Inkjet, FUJIFILM North America Corporation, Graphic Systems Division

Fujifilm understands the value of production time and usability, so the series was designed with the operator in mind. With a new and user-friendly GUI, easy clean printhead maintenance and visible status lights for the ink tanks, operators won’t have to babysit the machine and can prepare the next job for printing to maximize productivity.

With variable drop-size printheads and highly pigmented inks, Acuity Prime printers lay down a thin ink film, which minimizes production costs, and in combination with a competitive system price, support an excellent ROI.

Main features of the Acuity Prime Series High image quality that outperforms the competition

With a dedicated flatbed design and high-resolution grayscale printheads, the Acuity Prime Series is able to produce ultra-high quality print.

T​ he Benefits of the Acuity Prime Series The ability to print directly on rigid or semi-rigid material allows you to simplify production.

Your prints are dry and ready to finish and ship. There is no outgassing or drying time required, which accelerates turnaround time.

The optional Primer allows you to print on virtually anything.

According to McConnell, “​The Acuity Prime can allow a print service provider to quickly introduce a new set of solutions for clients. With remarkable print quality and excellent adhesion to a broad range of rigid and flexible media, materials and objects—especially with a jettable Primer—the Acuity Prime can produce an amazing variety of printed products.”

NEW HORIZONS PRINT EXPERT SHARES THOUGHTS ON WHAT LIES AHEAD

Matthew Parker is the Champion of Print at Profitable Print Relationships. He trains and mentors printing companies in sales, marketing and social media both individually and through his Successful Print Sales Circle. As a buyer of print, he was sold-to by more than 1,400 different printing companies, so he knows what works for customers and what doesn’t! Parker counts major press manufacturers and print organizations among his clients. He has spoken at many leading print events and is the author of “How To Stop Print Buyers Choosing On Price,” among other publications.

He is well known for his regular blogs and also produces content for many organizations in the printing industry. We caught up with Parker to get his thoughts about what’s up and coming in the industry.

Can you share some of your top predictions for the printing industry?

In operational terms, we are heading towards an era of increased automation and much greater use of robots.

We can expect a lot less people on the factory floor. The planning department will also be under threat as it will be taken over by software automation.

We should also expect e-commerce to grow hugely. I’m not talking about traditional web to print here. This is about three trends: • Buyers wanting to use intelligent estimating and artwork upload sites, such as those available from online trade printers • Larger companies expecting vendors to integrate more fully with their purchasing systems • Larger retail sites such as Amazon starting to offer print, and some companies using channels like this for sales

Consumer demand, corporate social responsibility from brands, and legislation, will mean that the printing industry will have to take a far greater interest in the environment. Print is not as green as it is made out to be; printing companies will have to work towards being truly carbon neutral.

Inertia and the natural temptation to carry on doing things in the same way that they have always been done will continue to be a challenge.”

In order to succeed, what challenges must printers overcome?

Inertia and the natural temptation to carry on doing things in the same way that they have always been done will continue to be a challenge. Printers will also need to figure out how to succeed with digital marketing, given the dominance of online print companies in this space and the steep rise in digital marketing costs. Building trust online will be crucial.

In your opinion, what are the macro variables that are most impacting printers?

• Global warming and the need to become carbon neutral • The rising costs of resources, growing demand from growing economies and an increasingly fragile just-in-time global supply chain • Online commodity purchasing—it is not new but it is growing What advice do you have for printers moving forward?

• Start planning for a five-to-tenyear timescale, not the next few months • Focus on profitability, not scale • Consider more partnerships and outsourcing opportunities • Understand your customers and how they are planning to develop

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Acuity Prime The new blueprint for wide format flatbed With a track record of pioneering innovations, Fujifilm has helped thousands of sign and display printers transform their businesses. But in a world where change is constant, three years ago we decided to go back to the drawing board to define a new blueprint for UV inkjet print performance.

The result is a brand new range of Acuity printers designed and developed by Fujifilm that redefine price/performance and transform print ROI. They bring new meaning to versatility and value and reset the expectations around ease of use. And being developed by Fujifilm, they come fueled by the best UV ink on the market and a guarantee of outstanding quality and reliability.

The new range of Acuity printers designed and developed by Fujifilm.

FUJIFILM North America Corporation, Graphic Systems Division 800-877-0555 contactgraphics@fujifilm.com FujifilmGraphics.com