Ross PrintMarketing: Blazing the Campaign Trail

Ross PrintMarketing’s executive team (standing, from the left) includes Mike Legler, plant manager; Ross Preston, controller; and Ed Collins, Get Noticed marketing manager. Seated are Eric Ross, president, and Eileen Bromwell, franchise marketing manager.

A Heidelberg Speedmaster XL 75 with CutStar sheeter gives Ross PrintMarketing the economies of buying roll stock.

Ross PrintMarketing’s design and marketing team members flex their creative muscles.

An automated Polar cutter is one of the featured pieces of machinery in Ross’ bindery department.

“We really are a marketing partner first, and the fact that we control the manufacturing makes us an extremely powerful partner in that we can keep our promises. We do everything under one roof; we are the point of responsibility. So, when a client gives us a campaign and it needs to be ‘in-home’ at a certain date, we are the agency.

“At the end of a campaign, we produce a response rate and ROI analysis for clients. They can see exactly how many products were sold, how many dollars were generated, what the response rates were, what the return on investments are. That’s how people judge Ross PrintMarketing.”

Marketing Background

While the company began life as Ross Printing, Eric Ross himself entered the workforce with a marketing degree, and that soon became his point of differentiation among printers. He has built the firm to the $10 million sales plateau, backed by roughly 60 employees and a 40,000-square-foot facility. Ross considers his company to be a mid-sized performer, a standout amongst a backdrop of print and marketing purveyors that boast 100 or more workers on the high side and less than 20 at the lower end of the spectrum.

Ross PrintMarketing manufactures point-of-purchase items such as counter handouts, flyers and menus, along with distributed products including door hangers, freestanding inserts and coupon booklets. But its bread-and-butter offering is direct mail, all of which serves the franchise niche.

Ross would be quick to point out that his company isn’t selling printing; it’s peddling pizza and sandwiches, fitness programs, automotive services, health care and casual dining experiences.”All of those things are what the (end user) is buying,” he notes. “Print is just the tool, the vehicle.”

But, what pointed Ross toward the franchise route? He says it all goes back to the concept of a medium-sized company being able to focus and target a specific market. In going after franchises with as many as 1,000 locations, the company was able to quickly attain its desired mass without locking horns with much larger concerns like Valassis.

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