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Ways to Fight Economic BS --Morgan

April 2009

Due to the decline of fine paper orders, Domtar Corp. is cutting 185 employees and shutting down a fine paper production unit at its Plymouth, NC, mill. This will result in a decrease of 293,000 short tons of the mill’s uncoated freesheet production capacity. 

Kodak is cutting more than 3,500 jobs in 2009—more than 14 percent of its workforce. The company posted a $137 million, fourth-quarter loss on plunging sales of both digital and film-based photography products, and its stock is now at its lowest level in more than 40 years.

Transcontinental Inc., a commercial printer and newspaper publisher, is cutting 1,500 jobs (10 percent) of its North American workforce and is reducing costs to deal with the stress on its business caused by the recession.

Established in 1859, the first newspaper in Denver before the city was even founded, the Rocky Mountain News, is no more. This has left 225 people out of work, and the people of Denver with only one local newspaper to read. 

So what can we do about all of this negative news? Here’s what print buyers are doing to save their organizations—and printers may benefit from doing the same.

Remain focused on what you can control. Feeling the pinch? This is not a time to shrug your shoulders and give up due to external forces affecting your business. While your competitors are decreasing their marketing efforts, you can choose to capitalize on your company’s brand instead. Now is the time to shout as loud as possible from the rooftops all that you have to offer, since your voice will be amplified without the competitive clutter.

Also remember that all buying companies are concerned about the financial health of their suppliers. By continuing to market and maintain brand awareness, it makes your customers feel more secure about your company.

Reduce fixed costs. Get your team together to figure out what areas can be diminished or cut to create overall savings for your company. And leave no area of your budget untouched. In addition to reviewing line items, determine where you can cut back. Do your best to keep overtime expenses to a minimum. 

Talk to your suppliers and see if you can arrange for discounts on ink, paper, equipment, supplies, etc. Remember that they are suffering, too—and may be open to adjusting their prices, just as you are lowering yours. If your distributors refuse to lower their costs, don’t be afraid to rebid elsewhere. 

Review your accounts receivable. Cash flow is key in this unstable market. Do you have customers who take more than 90 days to pay their bills? Now is the time to be more discriminative in which jobs you accept. Be wary of clients who already have a slow payment policy, as this could even cause more problems with your cash flow. Also find out if offering discounts as incentives will help them pay faster, and keep you solvent.

Streamline administrative tasks. Take stock of your administrative operations expenses. Are all of your jobs allocated to the most efficient people? Is there software you can use that will not only make your project tracking easier, but will require that something only be entered once vs. three times? 

Don’t be afraid to recreate job descriptions so that your organization becomes as efficient a structure as possible. And don’t forget to develop a scorecard to monitor progress and ensure that the desired results are being achieved.

Provide consistent product quality. A poor economy is a buyer’s market, so it is not the time to deliver less-than-superior results. Deliver quality products, every time or you may find your customers will start turning to your competitors. 

Maintain equilibrium between profits, debt and investments. Dust off financial text books and review current ratio, total debt ratio and profit margin formulas to determine how much liquidity your company has. Or find a trusted intern to do it for you for free. This information will enable you to take the necessary steps to get things back on track.

Adjust business plans. Sit down with your management team and tweak your numbers to reflect accurate financial projections. Actively demonstrate the precautions you are taking to ensure that your company is insulated from the economic crisis, and how you will be able to expand operations to keep up with the competition once the economy turns around. 

Educate print buyers on their options. Let them know how they can save money and they will keep coming back. Saving money is on every buying company’s mind. The key is to offer proactive solutions, such as reducing paper weight, reducing the size of the piece, etc. Sharing how they will save money will secure their business, and put you in a position to be perhaps one of the few printers that does get their work.

If you begin to feel disheartened, remember that history has proven that those who roll with the punches will stay in business. You must change and adapt in order to survive. It’s up to you to figure out how to do so.

Our team at Print Buyer encourages you to find ways to help your print buyer clients reach their budgetary and environmental goals. To learn more about how vanguard buying companies are remaining successful during these trying times so you can share their techniques with your customers, join us at the Print Oasis 2009 Print Buyers Conference and Exhibit in Phoenix on May 17-19. 

At the conference, you will hear case studies presented by leading print buyers and production managers, who will share tangible examples on how they are working with their printers to remain profitable—and what you can do to create stronger relationships with them. For more information, visit PI 

Suzanne Morgan

About the Author
Suzanne Morgan is founder and CEO of the annual Print Oasis Print Buyers Conference ( and Print Buyers, a free community of more than 12,000 print buyers whose member companies purchase more than $14 billion a year in printing. PBO conducts research on print buying trends and teaches organizations how to work more effectively with print suppliers. Morgan can be reached at smorgan@


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The graphic communications industry is facing some very serious challenges, but that doesn't mean there isn't still a lot of life and opportunity in our future. 

Competing for Print's Thriving Future focuses on how printers can create their own positive future by understanding and taking advantage of the emerging changes — the changes that are shaping the printing industry of today and tomorrow. 

Use the research, analysis, and forecasts in this book to: 
• Assess the changes taking place
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• Design a plan to deal with the changes

Topics include: 
• Economic forces, life cycle, and competitive position
• Place in the national and global economies
• Industry structure, cost structure, and profitability trends
• Emerging market spaces--ancillary and print management services
• Competitive strategies, tactics, and business models
• Key practices of SuperPrinters
• Combating foreign competition
• Social network usage
• A ten-step process to survive and thrive Competing for Print’s Thriving Future

The graphic communications industry is facing some very serious challenges, but that doesn't mean there isn't still a lot of life and opportunity in our future. “Competing for Print's Thriving Future” focuses on how printers can create their own positive future by understanding and taking advantage of the  changes that...




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