Global Printing: Creating the Right Mix

Global Printing executives (from the left) include Jerry Dreo, founder and former president; Jon Budington, president and CEO; and Jason Kowal, principal of Global Thinking.

Global Printing press operator Su Ly inspects a press sheet that was produced on a six-color Speedmaster 74 perfector with coater.

Some of the printed products that the company produces include direct mail and newsletters, full-color brochures, business cards, flyers, signage and personalized mailings. Other services consist of variable data-based, on-demand digital printing; Web-to-print capabilities; binding, warehousing and fulfillment; campaigns and packaging; print and online design; and e-mail/direct marketing campaigns.

As the printing industry sailed into the rough waters of the recession, the Global Printing executives held on to their wits and braced themselves for the unknown. “As a company, we saw our clients’ needs changing, so we had adjusted our business model,” notes Budington.

“We knew that, in order to grow, we would have to put all of our resources into the Global Thinking model. We had the product offerings in place that our customers needed to help them start developing comprehensive marketing/publishing plans.”

The recession also inspired the team to continue to fine- tune its Global Thinking sales pitch, but finding the expertise they would need to continue to grow that part of the business was not so simple. According to Budington, the company’s indirect labor costs grew significantly, while overall revenue remained flat. As the company’s business grew, it also needed access to more capital, but credit was very difficult to obtain in 2009.

“The recession tested my confidence,” he recalls. “While most of our competitors were shedding jobs, I had a difficult time justifying the Global Thinking staff overhead. It can be very difficult to stick to your long-term goals in uncertain economic times. I spent a great deal of time explaining our business plan and showing the results to our bank and vendors.”

Surviving Tough Times

But the company already had something going for it, and that was momentum. According to Kowal, there was already a lot of drive behind the business and the way it was growing right up to the recession.

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