Printing Industry

Although a total misnomer since there is no such thing in existence as the "traditional printing industry," several valid assumptions can be made concerning that group of companies that do business within the printing category. What can be said, based on the information sources researched is that printing has become complex, not so much in terms of technology, but also in terms of workflow The chances for success toward servicing a client's needs relies on the proper skills necessary to run a profitable business.

Today, printing business executives must be knowledgeable in business strategy, analyzing the business environment and how it changes, financial planning and the ability to capitalize and make sure they get an appropriate return on investments and marketing. Leading Printing companies are ushering in a new era of profit growth with three initiatives: achieving scale and adopting a single-source strategy, expanding margins, and consolidating.

To illustrate the variety within "traditional industry". Three companies were analyzed and compared. The companies are R.H. Donnelley, Qubecor, and DNP Worldwide. Each company will be briefly described below.

Donnelley's scale and scope make is largest U.S. printing company and is the market leader in major segments. With 1998 sales of $5 billion, it is the undisputed market leader.

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g comprised totally of global issues. The Morgan analysis of Quebecor contains this observation. "We are cautious about how Quebecor will digest an ambitious menu of changes that includes the following: (a) Significant retooling of U.S. operations, (b) U.S. management restructuring, (c), Sales force initiatives to cross-sell and land new customers, (d) Increased acquisition activities, and (e) Centralized overhead" (Quebecor). The "new concept" of market segmentation for Quebecor is to position itself as the strategy leader "when Ink and paper suppliers are global, so leveraging global purchasing power will boost the gross margin. Geographic diversity dampens cyclicality, and the exposure to more markets presents more acquisition opportunities. . .Quebecor, more than its competitors, is well positioned for the day when global customers source globally rather than locally." (Quebecor. DNP firmly believes that market segment dominance will follow its recent decentralization, unusual for a Japanese company. The annual report explains the justification thusly: The benefits of grouping together development activities for similar product and technologies also influenced our decision to establish a new divisional organ

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