Stop the Re-Org Merry-go-round
The customer isn’t worried—Quad’s price was right next to the one Vertis gave it. The company is convinced that this is the market value for this kind of program, notwithstanding the ill fortune that beset the past two contract winners.
I think this story exemplifies some of the frustrations and inequities felt by the smaller, privately held companies in our industry—ones where the managers ARE the shareholders. We don’t receive any golden parachutes when we blow up our businesses. And as for customers, they really haven’t encountered much risk dealing with unsustainable entities. And that’s flat out wrong!
When I was much younger, I ran into a McKinsey consultant on an airplane and we struck up a conversation. He had done some work in our industry and I asked him to explain how Quad was so successful and Quebecor wasn’t. He could have listed a hundred points, but instead he gave me just one: Quad sells the same products for more money. Boy, how times change...
It’s time for the disruption that’s happening across our industry to turn into the more productive kind of creative disruption that we’ve seen transform other industries. This deal reeks of “Too big to fail.” Perhaps it’s the small- and mid-sized businesses, those of us whose shareholders and managers are one and the same, who will lead the way.
A third-generation printer, Dustin LeFebvre delivers his vision for Specialty Print Communications as EVP, Marketing through strategy, planning and new product development. With a rich background ranging from sales and marketing to operations, quality control and procurement, Dustin takes a wide-angle approach to SPC