Posted on Fri, May 04, 2012
In this two-part series, Katherine O’Brien, Senior Editor of OutputLinks’ American Printer Division talks to Jeff Jacobson, a fixture on the graphic arts scene for the past 25 years, about his new role with Xerox.
Part 1 details Jacobson’s responsibilities as Xerox embraces a new corporate structure; Part 2 offers some insights into his management style.
I met Jeff Jacobson for the first time at drupa 2000. Jacobson was then the newly appointed CEO of Kodak Polychrome Graphics, a $1.7 billion joint venture between Sun Chemical and Eastman Kodak. At the press conference, he held up a t-shirt featuring a photo of his young son and daughter. “Because I was traveling so much I had a t-shirt made up with my children's picture on it and I would take it with me wherever I went,” he recalls. “I was actually thinking of creating an updated version for drupa 2012, but my kids are away in college.”
Where does the time go? The little boy and girl on that t-shirt are now 18 and 20 years old respectively. Jacobson is 52 years old and once again a road warrior, thanks to his new role as President of Xerox Global Graphic Communications Operations.
Drawing on Past Experiences
Jacobson joined Xerox this past February after a four-year stint as CEO at Presstek. Prior to that position, Jacobson was chief operating officer of Eastman Kodak Co.’s $3.6 billion Graphic Communications Group. He also served for five years as CEO of Kodak Polychrome Graphics, a $1.7 billion joint venture between Sun Chemical and Eastman Kodak.
Jacobson cites his achievements at Kodak Polychrome Graphics as among the proudest of his career. “We took a company that was in significant distress in the year 2000, and just four or five short years later, when it became a part of another organization, we were probably one of the most profitable, if not the most profitable company on a percentage basis in the industry. Beyond the balance sheet, it was a company that worked in unison, worked with the customers and was well respected by the industry. People absolutely loved coming to work.”
Jacobson had a more challenging time with Presstek—last November, with difficulties navigating in a capital equipment world in this economic environment, the company announced layoffs, something Jacobson characterizes as his “darkest day” as a CEO. Of his time with Presstek, Jacobson says: “Presstek is a company with great people and technology. It was an honor to work with such a wonderful team.”
He’ll draw on that experience and other lessons learned in his 25-year-career in the graphic arts as he assumes a new role at Xerox. Jacobson’s responsibilities include worldwide strategy, operations, product development, marketing, sales and support of Xerox’s production systems portfolio and related software and workflow offerings.
According to Jacobson, he joined Xerox in February of this year after six eventful days in December. “It started in mid December,” he recalls. The core part of the process—meeting with Chief Human Resources Officer Tom Maddison; my boss, Armando Zagalo de Lima, President, Xerox Technology; and CEO Ursula Burns took a total of about six days. I was amazed at the speed at which it came together.”
Jacobson is confident is his ability to lead a large organization. “I have a good feel for the overall offset business, the digital transformation, and where digital's going,” he says. “And I've always been smart enough to understand what I don't know and surround myself with great people and you know we have a lot of great people at Xerox.”
In addition to the Graphic Communications Operations area that Jacobson heads, Xerox’s Technology Group also includes Large Enterprise Operations, Channel Partner Operations, Global Technology Delivery Group and Strategy Business Process and Change Management subgroups.
Previously organized across geographic lines, the Graphic Communications Operations now has what Jacobson terms “a focused, dedicated line of business.” This streamlined approach provides both salespeople and customers with faster response times and much greater access to senior management.
“I like to be with customers, and I think anytime we can do that, where we could have a customer reaches us as quickly as possible, it's the best thing for the industry,” says Jacobson. “That's really what we mean by [an] end-to-end line of business [structure].”
Unlike many executives, Jacobson says meeting with customers is a relaxing experience. “Believe it or note when I'm in front of customers out in the field that's probably the most relaxed I ever am,” he says. “It gives me a good sense of the progress that we're making.”
First Things First
Jacobson says his first priorities “are to understand the organization very well, understand the structure, the culture, the product portfolio and get to meet as many of the team members as I can. Then, I’ll evaluate the business, consider the way it is today and bring what I know about the industry and where I believe it is going. Finally, I think I have a pretty definitive culture, a certain passion for customer [service], that I like to bring into any organization. Those are the things that I've been doing over the past several weeks.”
Xerox These Documents, Please
Asked about long-term goals, Jacobson cited the company’s product portfolio. “When you look at Xerox, the first thing people think of is xerography. My daughter is in her third year of college—when my wife told her I was joining Xerox, our daughter’s response was ‘That’s cool, you know Xerox is a verb.’ So my wife and I just laughed and said what a different way of thinking of things.”
In essence, says Jacobson, Xerox must respect its past even as it invents its future. “Obviously we have a great business based on electrophotographic technology. But, if you look at the trillions of pages over the next 10 to 15 years, inkjet will certainly be a big piece of the pie. We have to continue to serve the market from a xerographic standpoint, an inkjet standpoint and a services standpoint.”
He stressed his intention for Xerox to stay in close contact with its customers. “A lot of companies in this industry haven’t been in front of customers as much as they should be. [We need] to give our customers some comfort that we are there for them, that we are at the forefront of technology and that we are investing in their future.”
The Bottom Line as the Benchmark
Jacobson describes his management style as “out front, very upbeat, committed and accountable.” The last two adjectives are particularly important. “Everything is based on the business plan and the numbers,” says Jacobson. “To me winning is all about continually exceeding your profit year after year after year. Anybody can improve profits for one year, you know you can just cut the heck out of the company. But if you want to do it year after year, you have to grow the top line, and to do that you need to continually invest in your business, understand where the industry's going and release new products every year… You have to have the plans to get there.”
Fostering team spirit is another goal. “I had a town hall meeting a couple weeks ago and I told the team my goal is to not have anybody saying ‘Thank God it's Friday,’” Jacobson says. “My goal is to have everyone looking forward to the start of the week and saying ‘Thank God it's Monday.’”
People of Influence
Many people have influenced Jeff, both personally and professionally. “I learn from everybody,” he says. “I've always tried to do pick the best [qualities] of the people I've met and incorporate that into who I am. From a personal standpoint I would never be who I am without my parents. And my wife has been my greatest supporter ever in terms of everything I've been able to do in my career and the sacrifices we've made. I learn from my two children every single day.”
As a professional, Ed Barr, the former chairman of Sun Chemical, was something of a mentor. “He was the one that was probably the most responsible for my first CEO job and from a business standpoint, he taught me the most about commitment and accountability.”
Changing With the Times
As our conversation wound down, we revisited drupa 2000. “The world has changed tremendously since then,” says Jacobson. “I like to deal with reality and the numbers don’t lie. Which means you can't stand still because the environment is not going to stand still. If you want to discover new oceans you have to have the courage to lose sight of the shore.”
Get the Full Story Now
Want to read Part 1 of this story right now? Click here to get full access >>>.
In Closing
I hope my industry interviews prove of value to your professional interests. You can follow me via the RSS feed button below and talk to me via the Comments Section. I look forward to hearing from you.
Thank you,
Katherine O’Brien
Senior Editor American Printer
Senior Editor OutputLinks Communication Group
KOB@OutputLinksCG.com
Posted on Mon, Apr 30, 2012
In this two-part series, Katherine O’Brien, Senior Editor of OutputLinks’ American Printer Division talks to Jeff Jacobson, a fixture on the graphic arts scene for the past 25 years, about his new role with Xerox.
Jeff Jacobson’s motto at Xerox: “Be in front of your customer, understand where they're going and align your business around that.”
Part 1 details Jacobson’s responsibilities as Xerox embraces a new corporate structure; Part 2 offers some insights into his management style.
By Katherine O’Brien, Senior Editor, American Printer, OutputLinks Communications Group
“Attention Xerox customers: You’ll be seeing a lot of Jeff Jacobson,” says the new President of Xerox Global Graphic Communications Operations. “I love being with customers and intend to spend as much of my time as possible with them,” says Jacobson. “I’m based at corporate headquarters in Norwalk, CT, but I will obviously be on planes a lot.”
Jacobson joined Xerox this past February after a four-year stint in the top job at Presstek. Prior to that position, Jacobson was chief operating officer of Eastman Kodak Co.’s $3.6 billion Graphic Communications Group. He also served for five years as CEO of Kodak Polychrome Graphics, a $1.7 billion joint venture between Sun Chemical and Eastman Kodak.
His new role at Xerox focuses on worldwide strategy, operations, product development, marketing, sales and support of Xerox’s production systems portfolio and related software and workflow offerings. A few weeks after joining Xerox, Jacobson was among eight executives to be elected officers of the corporation—he’s also a Xerox corporate vice president.
Xerox Two Sides: Service and Technology
Xerox currently has 140,000 people serving clients in 160 countries. With nearly $23 billion in annual revenue, the company describes itself as “the world’s leading enterprise for business process and document management.” Today, Xerox essentially has two main business units: Services and Technology.
The company’s 2009 acquisition of Affiliated Computer Services Inc. (ACS) represented a huge move on the Services side. In 2009, ACS was a $6.5 billion company with revenue growth of 6 percent. It had a headcount of 74,000 people vs. Xerox's 54,000 employees at that time.
Jacobson, as President of Xerox Global Graphic Communications Operations, belongs to the Technology group. While he’ll confine himself to the production segment, this group also encompasses document outsourcing and workplace solutions. Jacobson reports to Armando Zagalo de Lima, President, Xerox Technology, who in turn reports to CEO Ursula Burns.
Jacobson told WhatTheyThink.com that Xerox remains firmly committed to the graphic arts industry: “I have been excited to see the willingness of the Xerox team to devote this type of focus to the graphic communications industry,” Jacobson told WTT’s Cary Sherburne. “Yes, at a corporate level, we are talking about a focus on services, but that absolutely does not mean we are taking the focus off of technology. Services are another leg in the stool that will help us be as strong as we can be. We are certainly not defocusing on the graphics industry.”
A Focused, Dedicated Line of Business
Why did Jacobson join Xerox? He cites Xerox’s new strategy for the production component of its Technology business. “This is the first position in the history of Xerox that has end-to-end, line-of-sight within the graphic communications business group,” Jacobson explains. “The company already has a great graphics business— I felt that I could help do my part to lead the team and take it to another level.”
Previously, Xerox’s Technology Group was organized along regional lines. In January 2012, the company redirected the geographic approach in favor of five largely customer-focused divisions:
- Large Enterprise Operations (Stephen Cronin);
- Channel Partner Operations, (Douraid Zaghouani);
- Graphic Communications Operations (Jeff Jacobson);
- Global Technology Delivery Group (Wim Appelo); and
- Strategy Business Process and Change Management (John McDermott).
Jacobson told Lyra Research that Xerox’s Graphic Communications Operations Group encompasses U.S. Operations, European Operations and a Business Group dedicated to product development and marketing. These groups are headed by Steve Butler, Diego Herva and Eric Armour, respectively.
“For years [as an outsider], I would look at Xerox and wonder why they didn't have a graphic arts focused, dedicated line of business,” says Jacobson. “[It provides] a marketplace perspective to R&D. You develop products and align the supply chain in accordance with that perspective. And you get those products and services out to the sales regions dedicated to graphic arts. Even though Xerox has had salespeople dedicated to the graphic arts market, the difference here is that this will be a dedicated, end-to-end graphics organization.”
Get Me The Graphic Arts Guy on Line One
Under the new direction, graphic communications salespeople work with regional managers. At the next level, regional presidents report to Butler, the President of Graphic Communications for the U.S. Butler, in turn, reports to Jacobson.
The streamlined approach also aims to strengthen customer bonds—customer can easily identify their best point of contact. They also can expect a hands-on approach from Jacobson and his team.
“Many times during my 25 years in this industry customers have told me five or more years can go by without a visit from key suppliers’ senior executives,” he says. “That’s not my style: I have always believed in developing all-encompassing relationships with customers.”
Early feedback on the new setup has been positive, according to Jacobson. Several weeks ago, he visited a key customer with a team that included the national account sales person as well as the head of the region. “The customer told us he’d never gotten a response so quickly as when we were all there.”
The sales organization is equally enthusiastic. “The front line salespeople can pick up the phone and they can call the head of the U.S. operations. They can call me, a person who is specifically dedicated to graphics, that's a benefit they previously lacked,” Jacobson explains.
Maintaining a High Profile in the Field
Jacobson will be spending a lot time with customers at Xerox’s Gil Hatch Center for Customer Innovation. Located in Webster, NY, a suburb of Rochester, the multimillion-dollar, 100,000-sq.-ft. facility lets customers access Xerox’s R&D, engineering, manufacturing and marketing experts. “It’s a phenomenal place where we always bring customers to, to show them the latest technology,” says Jacobson. “I've also been traveling with our sales people in the U.S. and Europe and will continue to do so, it's such an important part of my job. I don't think many of the competitors are as visible at that level. At the same time, every time I'm with customers I learn so much more.”
He’s looking forward to drupa 2012, too: “Being there will give me access to hundreds of Xerox customers. I plan on spending as much time as possible with customers, partners and prospects – listening and learning about their business and helping them understand the benefits of digital print in order to grow and prosper.”
Helping Customers Make a Smooth Technical Transition
While digital innovations are expected to dominate the headlines at drupa, Jacobson shies away from calling it “disruptive.” “I have never been a believer in that terminology,” he says. “When you look at this industry, those who are not 100% digital have invested millions of dollars in offset cylinders. The last thing we want to do is disrupt our customers. We want to bring our customers complementary solutions. We all know there are tens of trillions of offset pages in the world today—what Xerox wants is to lead that complementary [approach], with our technologies and services.”
Get the Full Story Now
Want to read Part 2 of this story right now? Get the Full Story Now >>>.
In Closing
I hope my industry interviews prove of value to your professional interests. You can follow me via the RSS feed button below and talk to me via the Comments Section. I look forward to hearing from you.
Thank you,
Katherine O’Brien
Senior Editor American Printer
Senior Editor OutputLinks Communication Group
KOB@OutputLinksCG.com
Posted on Fri, Apr 13, 2012
X-Rite is taking a giant leap forward. On April 10, 2012, Danaher Corp. announced its intention to acquire the color science specialist. Alert readers will remember that X-Rite acquired Pantone in 2007. Danaher’s previous graphic-arts related acquisitions have included Esko (2011) and Videojet /Marconi (2002).
Danaher made a cash tender offer to acquire all of the outstanding shares of common stock of X-Rite at a purchase price of $5.55 per share, for an enterprise value of approximately $625 million, including debt assumed and net of cash acquired. The transaction is expected to be completed during Q2 2012.
Currently, Danaher is a $161 billion company with 59,000 employees worldwide.
Danaher has five divisions:
- Test and Measurement,
- Life Science Diagnostics,
- Environmental,
- Dental and
- Industrial Technology.
X-Rite is slated to join the Product Identification segment of Danaher’s Industrial Division which provides equipment and consumables for variable printing, marking and coding on a variety of consumer and industrial products. This division also includes a Motion group (electromechanical solutions for industrial automation and packaging market); and a Specialty Products businesses. Its fellow Industrial Division companies include:
“From X-Rite’s perspective this is an important milestone,” says Vic Stalam, X-Rite’s Senior Vice President of Sales and Marketing. In addition to delivering a nice premium for X-Rite’s shareholders, Stalam says stepping under the Danaher umbrella will enable X-Rite to better serve its customers with more resources and considerably more investment clout. “We’re really excited to be part of a big company.”
Prior to joining X-Rite in December 2011, Stalam served as the Vice President, Commercial Sales in the U.S. and Canada for the Eastman Kodak Co. Stalam led the teams responsible for Kodak’s Approval, DigiMaster and Flexo Packaging solutions.
Although it’s early days yet, Stalam sees a lot of potential in the packaging market, noting that Danaher already owns Esko and Videojet. Additionally, Esko’s workflow strengths match up well with what Stalam terms X-Rite/Pantone’s “standards piece” as well as the acquired company’s ability to measure color in a consistent way across the supply chain.
Some synergies are already apparent. At drupa, X-Rite will unveil PantoneLIVE, a cloud-based color service that provides instant access to essential brand color standards. Esko's Color Engine, a central color database to manage color and device profiles, is the enabling technology to support the PantoneLIVE color management process across the prepress packaging workflow.
Stalam notes that Danaher generally has a hands-off approach to its acquisitions. “Where they bring value is with the Danaher Business System, [with its] lean manufacturing expertise,” says Stalam.
As a 2007 Business Week article explained:
DBS is a set of management tools borrowed liberally from the famed Toyota (TM ) Production System. In essence, it requires every employee, from the janitor to the president, to find ways every day to improve the way work gets done. Such quality-improvement programs and lean manufacturing methods have been de rigueur for manufacturers for years. The difference at Danaher: The company started lean in 1987, one of the earliest U.S. companies to do so, and it has maintained a cultish devotion to making it pay off.
In a press release, William K. Daniel II, Executive Vice President of Danaher, said the company “is excited to acquire two premier brands in X-Rite and Pantone.” Daniel added: “Color measurement is an attractive market adjacency to our existing Product Identification businesses. X-Rite's color measurement technologies complement Esko's digital packaging design capabilities to provide customers with a full range of solutions to meet their packaging and design needs. Along with Videojet and Esko, we believe X-Rite and Pantone will further Danaher's leading position in the Product Identification industry and present an attractive value creation opportunity."
The Last Word
This is an intriguing acquisition—both for the components that we can see today as well as for the potential for other Danaher divisions we’re less familiar with to team up with X-Rite/Pantone/Esko/Videojet or some combination thereof and forge ahead into new territory. Stay tuned!
Do you have any thoughts on the sum of these parts? Comment below or contact me directly.
Thank you,
Katherine O’Brien
Senior Editor American Printer
Senior Editor OutputLinks Communication Group
KOB@OutputLinksCG.com
Posted on Mon, Apr 09, 2012
By Katherine O’Brien, senior editor, American Printer, an OutputLinks Communications Group division.
Remember that vintage print ad with the famous headline: “They All Laughed When I Sat Down at the Piano, But When I Started to Play!”
When OutputLinks Communications Group bought American Printer last year, most people did indeed laugh. They assumed that Andy and Julie Plata, co CEOS of OutputLinks Communications Group and co Publishers of American Printer, only wanted the magazine’s database. They assumed the magazine was as dead as the trees it was formerly printed on. Well, they assumed wrong.
American Printer is back—online, in your hearts, and very soon, in your hands.
Subscribe to American Printer today! >>>
Andy and Julie are not the kind of people to say “We told you so,” or even “We did it.” I, on the other hand have no such reservations. But credit where credit is due: They DID do it.
I was just along for the ride.
5 Things You Should Know About the New American Printer:
- I’m the Senior Editor and As Always, at Your Service.
- Ray Prince is Still Providing His Handy Tips.
- It’s a Quarterly Publication.
- Previous Subscribers Should Still Be on the List (Click Here to Subscribe/Update Your Record).
- American Printer is a B2MeMagazine.
Everyone knows what a B2B publication is. A B2MeMagazine is a “Business to Me Magazine” created specifically for the individual subscriber. Articles and ads are dynamically generated at time of print in accordance to the subscriber’s demographic profile.
“We want to infuse the old B2B magazine format with the power of today's print technology to provide personalized communication, “say Andy and Julie. “Our industry uses 1:1 personalization to enhance direct mail and statements, so why not for a magazine?”
We are dreaming big, but starting small. As we refine our database, we’re confident we can deliver ever more customized content across print, social media and web launch points. As Andy says, “Inch by inch, 1:1 is a cinch.”
Why are we doing this? Because we believe in the power of print. “Lately, print has been getting a bad rap,” say Andy and Julie. “We want to help change that by demonstrating powerful print technology in each issue of American Printer. Print-doubters will see how a printed magazine, tightly integrated with web and social media launch points, can create exciting and engaging information experiences. Every time readers interact with a B2MeQR or B2MePurl, they will broadcast the power of today’s print technology to the print-doubters.”
Or, as I like to say “They did it!”
Finally, a big thank you to all who helped us relaunch American Printer. You’re the best.
Subscribe to American Printer today! >>>
In Closing
I hope my industry reviews prove of value to your professional interests and stimulate discussion. Readers, how about it? Have you seen the new AP yet? Any suggestions?
Talk to me via the Comments Section or follow me via the RSS feed button below. I look forward to hearing from you.
Thank you,
Katherine O’Brien
Senior Editor American Printer
Senior Editor OutputLinks Communication Group
KOB@OutputLinksCG.com
Posted on Mon, Apr 02, 2012
By Katherine O’Brien, Senior Editor, American Printer, OutputLinks Communications Group
I admit it. I was a little surprised and a bit sceptical.
First I read the headline: “LANDA UNVEILS GROUNDBREAKING NANOGRAPHIC PRINTING PROCESS AND DIGITAL PRESS PORTFOLIO FOR MAINSTREAM COMMERCIAL, PACKAGING AND PUBLISHING MARKETS.”
Then I checked my calendar. Today is April 2nd, right? This wasn’t something sent out yesterday for April Fool’s Day? Because this wasn’t quite what I was expecting.
Not punk’d…
But, no, it wasn’t a prank. According to the release, “Landa NanoInk is comprised of pigment particles only tens of nanometres in size…these nano-pigments are extremely powerful absorbers of light and enable unprecedented image qualities. Landa Nanographic Printing is characterized by ultra-sharp dots of extremely high uniformity, high gloss fidelity and the broadest CMYK color gamut of any printing process...it can print on any off-the-shelf substrate, from coated and uncoated paper stocks to recycled carton; from newsprint to plastic packaging films - all without requiring any kind of pre-treatment or special coating - and no post-drying.”
Earlier this year, an Israeli publication reported:
Landa's technology is predominantly aimed at industrial uses such as billboard signs and traffic signs, packaging and equipment surfaces. In the future, he plans on further developing the technology for non-invasive topical administration of medicine and for to cosmetics and hair dye industry.
So hence my doubletake upon reading the Landa Corp. press release:
"At drupa, we will be unveiling a complete family of sheetfed and web presses. These include B3, B2 and B1 sheetfed perfecting presses which operate at up to 11,000 sheets per hour for commercial and packaging printing as well as web presses for publishing and flexible packaging that range in width from 52 cm to 104 cm and operate at up to 200 metres per minute,” [said Landa.] “Such performance places Landa Nanographic Printing presses squarely in the heart of mainstream commercial printing. For the first time, commercial printers don't have to choose between the versatility and short-run economics of digital printing and the low cost-per-page and high productivity of offset printing. Now they can have both.”
The release further states:
“The Landa family of six Nanographic Printing presses will be of interest to commercial printers and packaging converters for applications that include general commercial printing, books, magazines, direct mail, labels, folding carton and flexible packaging for food, pharmaceuticals, cosmetics and more.”
I’ll be eager to learn more! In the interim, here’s the official company news.
In closing
Readers, what do you think? Is nanotechnology the real deal?
Talk to me via the Comments Section or follow me via the RSS feed button below. I look forward to hearing from you.
Katherine O’Brien
Senior Editor American Printer
Senior Editor OutputLinks Communication Group
KOB@OutputLinksCG.com
Posted on Mon, Mar 12, 2012
A couple of months ago, one of our readers asked me if I had written any articles on font compliance. I haven’t. It had been a long time since American Printer addressed the issue, so I asked ConsultWare’s Don Goldman for his insights.
“I did some research on this a few years ago,” says Goldman. “It was prompted by the experience of a couple of printers who were fined for violating the licensing terms. This included not only graphics and business software but fonts as well. The Business Software Alliance is the watchdog for companies like Microsoft, Adobe and others. “
Because fonts are software, they are subject to licensing. Users don’t own the fonts—they have only paid for the right to use the font. “Typically, a font purchase from ITC or Adobe allows up to five users,” says Goldman. “You can also get extended font licensing that for up to installation on 20 computers or so.”
Goldman suggests the following resources:
Agfa-Monotype’s Fontwise—“This software can do an audit of a company’s fonts and then help manage the fonts,” says Goldman.
Adobe anti-piracy initiative—FAQ about the use of fonts licensed from Adobe.
Keith Martin’s MacUser article on exactly how to take charge of your fonts, from sourcing to installing and managing them.
General information on font licensing and protection from SIL International.
Says Goldman: “The whole font question is confusing since a font generally cannot be copyrighted. So there is little protection of the typeface, but the name is protected by trademark laws. And then there are design protections that are so complicated that only a couple hundred fonts have gone that route. But ignore the licensing rules at your own peril!”
…And One to Grow on
Finally, here are some “rules” from BSA.
Business Software Alliance’s 8 Golden Rules of Font Software Licensing
- Fonts are software and are therefore licensed, not purchased. A person licenses font software for limited use from the type designer or font software publisher that supplies it.
- The license is granted in the form of an End User License Agreement (EULA) according to the number of computers the font software is installed on. Licensing terms vary depending on the font software publisher, so check carefully.
- Most font software EULAs do not allow you to make copies of or to distribute font software to other individuals or organizations – such as service bureaus, design agencies, PR companies and printers – who do not also have a license to use it. Anyone using font software must have a license.
- Most font publishers allow users to insert font software into documents, but only for previewing and printing. Most font publishers do not allow a document containing an inserted font to be edited.
- Most font software publishers WILL allow users to create static images from font software (such as a GIF file used as a web banner).
- Most font software publishers WILL NOT allow their software to be modified in any way without permission from the publisher.
- A company will be liable if it lends or gives font software to anyone unless that person also has a license to use it. If you have any doubts about your company’s licensing situation, please contact your font supplier or publisher.
In Closing
I hope my industry insights prove of value to your professional interests and stimulate discussion. Readers, how do you have a question for us? If we can’t answer it, we’ll try to point you in the right direction.
Talk to me via the Comments Section or follow me via the RSS feed button below. I look forward to hearing from you.
Thank you,
Katherine O’Brien
Senior Editor American Printer
Senior Editor OutputLinks Communication Group
KOB@OutputLinksCG.com
Posted on Mon, Feb 27, 2012
Hard to believe, but drupa is almost upon us. The show takes place from May 3 to May 16 in Dusseldorf. (See my fearless predictions here.)
If you are going to drupa (and I hope you are), you may find the experience overwhelming. There’s so much to see and do. Well, as someone who has attended four drupas, a word of advice: It’s a marathon, not a sprint. Pace yourself. Print out the following checklist. If you observe any of these symptoms, it’s probably time to go home.
Top 10 Signs I Might Have Stayed at drupa 2012 Too Long:
- I am known as the “Mayor of Aldstadt.”
- drupa 2012 President Bernhard Schrier invites me to call him “Bernie.”
- I launch proceedings to legally change my surname to “Spargel.”
- I can’t shake a deep craving for cold cuts at every meal, but particularly for breakfast.
- I wish proper names were allowed in Scrabble because I can finally spell “Claus Bolza-Schünemann.”
- I buy a Family Pass to the Aquazoo.
- I don’t know what it is, exactly, but I really, really want to buy some Persil.
- I am convinced if I stay on the Rhein-Express long enough it will morph into the Hogwarts Express.
- I enlist the art students at the Trelleborg both to join me in a flash mob rendition of “Rollin’ in the Deep” while giving the Vulcan salute.
- Suddenly, and without warning, I ask a German colleague in the press room if I may try on his Jetsons-like eyeglasses.
In Closing
How about you? Do you have any predictions for the big show?
Thank you,
Katherine O’Brien
Senior Editor American Printer
Senior Editor OutputLinks Communication Group
KOB@OutputLinksCG.com
Posted on Mon, Feb 27, 2012
NAPL and PIA recently announced their intention to combine forces, a process that is expected to take several months.
The move has been widely applauded—most observers echoed the comments found here.
Ray Prince, president of GreensheetBIZ, offered his insights from the perspective of a person who has worked for GATF, PIA, and NAPL and now does some volunteer work for NPES. “The merger of NAPL and PIA should have happened when PIA and GATF merged years ago,” said Prince. “It is time to rethink what is needed for the industry in terms of its members and not keep the status quo. The goal should be to give the industry what is needs and not what we have. This merger is only a small step toward what is needed. The third piece of the equation is NPES which is the strongest of the three with the strongest staff. As an industry we need all three associations together.”
I will have to defer to industry vets like Ray on the question of further industry association consolidation. But I agree the NAPL/PIA move is necessary.
We are coping with unprecedented industry consolidation and declining print volumes. NAPL reports that the number of U.S. printing industry establishments shrunk by almost 25% between 1998 and the end of 2011. Over the past 12 years, almost 10,400 businesses closed.
In this environment, it certainly makes sense for PIA and NAPL to join forces. I can only echo that great printer patriot Ben Franklin: “We must, indeed, all hang together, or assuredly we shall all hang separately.”
Trade associations (and indeed publications) must change with their constituencies. A few years ago, on the occasion of American Printer’s 125th anniversary, I compiled the following historical notes. For those who missed it, a slightly updated version follows.
Remember When?
Printing Industries of America (PIA) was founded in 1887 while GATF traces its roots to 1924, when the Lithographic Technical Foundation was established. On January 1, 1999, PIA and GATF consolidated to offer printers and suppliers membership benefits of three organizations: the two national associations, PIA/GATF and the local PIA/GATF affiliate.
In 1933, letterpress was the dominant process. There were only a few hundred offset lithographers in the United States and little respect for a process some called “dirty, cheap and unreliable.” Led by Walter Soderstrom, a group of pioneering photolithographers combined their local trade groups to create the National Assn. of Photolithography (NAPL), now the National Assn. for Printing Leadership. See www.napl.org.
IPA goes back to 1896 when the National Assn. of Photo-Engravers was organized. Other predecessor groups include Photoengravers Research Assn., Photoplatemakers Assn., International Photoplatemakers Assn. and Graphic Preparatory Assn. See www.ipa.org.
NPES was founded as the National Printing Equipment Assn. in 1933 with 26 charter members. I believe NPES currently has more than 400 members, including five charter members:
Three current NPES members acquired the successors to charter member companies:
- Agfa acquired the UK branch of Lanston Monotype in 1997.
- manroland acquired Miller Printing Machinery in 1989 and assumed the assets of Miehle Printing Press and Manufacturing Co. from Rockwell International in 1990. Miehle had previously acquired charter member Dexter Folder and merged with Goss in 1957 to become Miehle-Goss-Dexter. Rockwell Intl. subsequently acquired the company. NPES member Goss acquired the business assets as a standalone company. In 2009, Shanghai Electric (Group) Corporation (SEC) became the second largest shareholder in Goss Intl. In December 2011, manroland filed for bankruptcy. Several weeks ago, German conglomerate L. Possehl & Co. GmbH acquired the web offset division and UK-based Langley Holdings assumed control of the sheetfed business.
- Colter & Peterson acquired the paper cutter and drill assets of Dexter-Lawson Manufacturing Co. in 2003.
In Closing
I hope my industry reviews prove of value to your professional interests and stimulate discussion. Readers, how about you? Do you think NPES should join the combined NAPL/PIA?
Talk to me via the Comments Section or follow me via the RSS feed button below. I look forward to hearing from you.
Thank you,
Katherine O’Brien
Senior Editor American Printer
Senior Editor OutputLinks Communication Group
KOB@OutputLinksCG.com
Posted on Wed, Feb 22, 2012
Last week, I joined about 60 of my colleagues at the PrintCity Pre-drupa International Media Event held near Munich. Previously, I shared news from manroland web systems, Océ and Kurz. Part 2 features the latest developments from Eltosch, M-real, Procemex, Sappi, Trelleborg and UPM. (You can find OutputLinks’ previous PrintCity 2012 coverage here. )
The Hönle Group: The Sure Cure for Inkjet and Sheetfed Drying
The Hönle Group includes UV systems specialist Dr. Hönle AG, UV dryer specialists PrintConcept (rotary printing) and Eltosch (sheetfed offset printing). Subsidiaries include Aladin GmbH (UV lamps) and UV-Technik Speziallampen GmbH (UV/IR lamps), Mitronic GmbH (professional lighting) and Panacol (adhesives). Hönle, Eltosch and PrintConcept will showcase UV, UV-LED and IR/HA drying systems for inkjet and offset machines.
The Hönle jetCURE-series is found on wide-format inkjet printers. These high-performance UV dryers (up to 240W/cm) support high-speed curing. Another inkjet option, LED Powerline is available in wavelengths of 365/375/385/395/405nm. The length of the array is variable in 40-mm steps and can be extended up to > 100 cm.
On the sheetfed side, Eltosch will feature its Light Guide UV module. UV lamp power up to 240 W/cm offers the necessary power reserves for demanding curing tasks. With a radiation length of up to 2.400 mm, it can even tackle wide web presses.
PrintConcept will feature an inert UV system for low-migration inks. Inert-UV technology is well-established in the industrial-coatings market. The process--siliconizing paper and/or film--utilizes a chamber in which oxygen is replaced by nitrogen to less than 60 parts per million. The result: The UV-curing system consumes 80 percent less power and uses 80 percent less heat to cure. Graphic arts applications for inert curing include package printing and certain finishing processes. Benefits include full surface cross-linking, improved quality, faster throughput, odor reduction and less ink migration.
FYI: Following Ryobi's Drupa 2008 demonstration of an LED UV-equipped press, we know that ink manufacturers have stepped up their reactive ink efforts. But to date we haven’t heard of any additional press vendors’ sheetfed LED developments. Lamp vendors like Eltosch are prepared—the real challenge lies in the ink. For now, UV LED is best suited for use on comparatively narrow printing units. Also, the curing unit must be as close as possible to the substrate. LED's narrow wavelength window imposes tight parameters for inks and other coatings. The technology is well suited to the inkjet and narrow-web applications The Hönle Group is targeting.
Trelleborg: Home of Reeves, MacDermid and More
Based in Lodi, Italy, Trelleborg Printing Blankets is a leading manufacturer of printing blankets for the offset, digital and flexo markets. Founded in 1908, the company’s is probably best known to U.S. readers for two of the brands it acquired in the last few years: Reeves Brothers (2006) and MacDermid (2008). The company has manufacturing facilities in Italy, France, China and the USA. Its Spartanburg, SC, plant produces Vulcan blankets; its Morristown, TN, site is home to the Rollin brand. Trelleborg will open up a new blanket facility in Brazil this year. “We are determined to grow in the U.S.,” says Thomas Linkenhall, PA Director, Trelleborg Printing Blankets. Citing the considerable capital improvements the company has made to the Morristown facility, he stressed the company’s desire “to serve the U.S. market from a U.S. factory.” Says Linkenhall: “We are creating jobs in the U.S. We have no interest in importing [our products].”
New products at drupa include The Vulcan Synthesis Evo, a next generation in sleeve development for heatset presses, as well as the Rollin MyCoat, a two-ply mylar based strippable coating blanket. A specially designed top rubber compound also makes the blanket suitable for use with both aqueous and UV coating applications. In partnership with Kodak, Trelleborg also has plans for a flexo plate.
FYI Pt. 1: In the wake of the changes at manroland, Trelleborg has appointed new distributors in the UK, Germany and Switzerland. Trelleborg’s drupa booth has been dubbed “The Institute of Contemporary Print” and will feature art students’ modern interpretations of some masterworks. A reverse auction, conducted daily, will benefit The Printing Charity, a UK-based group.
FYI Pt. 2: The blanket manufacturer is part of The Trelleborg Group, a global engineering group with annual sales of approximately EUR 2.5 billion, with around 20,000 employees in more than 40 countries. The head office is located in Trelleborg, Sweden.
FYI Pt. 3: Things that make you go hmmm: According to Linkenhall, Trelleborg Printing Blanket’s top U.S. competitor won’t be exhibiting at drupa.
Sappi: Extra Value is an Art
Sappi acquired M-real’s fine paper holdings in 2008. In the post-merger environment, Sappi had about 47 brands. Speaking for Sappi Fine Paper Europe, Eric Van den Bruel, marketing and product development director, said that the brand’s challenge is be innovative, trustworthy and environmentally friendly. With a tagline of “The art of adding value” Sappi emphasizes “The Three ‘P’s”: people, planet and prosperity.
FYI: At drupa, Sappi can be found at in the PrintCity hall as well on Heidelberg and HP’s stands. Sappi Fine Paper Europe has launched its “Houston Platform,” an online site that provides technical information—including live support— for specific papers and printing issues. Sappi has a rich tradition of producing compelling print magazines for printers. I enjoyed its newest effort, a magazine called What’s Next. Another publication, “My Life in Print” features the stories of 16 people telling the story of a treasured printed object in their lives. The oversized, 44-page booklet is printed on Sappi | Tauro paper. Sappi also shares its good stewardship deeds here.
UPM: Consistent Color & Workflow Management from Creation to Execution
Paper company UPM teamed with workflow specialist Dalim Software and color server expert GMG to create ColorCTRLa turnkey approach to color and workflow management. This web-based PDF workflow management application covers the print process from the creation of the print ready PDF page to the final color accurate print product. DALIM SOFTWARE provides its ES workflow technology for the UPM ColorCTRL workflow online platform and the GMG ColorServer engine secures the optimal print ready PDF quality. Proof to print match is obtained using the optimized GMG ColorProof software within the package. Color accuracy of the final print product is achieved via up-to-date UPM paper profiles, service setup and consultancy.
FYI: UPM recently sold its packaging paper production to the Swedish packaging paper company Billerud. UPM’s 2011 acquisition of Myllykoski give it bragging rights in the realm of publication papers. Product highlights include UPM SwanBarrier, for the packaging industry, wide DIGI paper and low basis weights products, such UPM Eco.
Procemex Keeps a Keen Eye on Web Press Quality
Procemex PRINT Web Monitoring System uses high-speed cameras at various key locations throughout the printing process. It helps operators identify web breaks and their underlying causes. Data/video collection locations can be placed at unwinders, after printing units/before dryers, after dryer/chill rolls, after slitters and at various folder sites.
FYI: Procemex-PRINT Web Monitoring Systems reportedly can be found on 100 presses around the world. It’s a well-known name in paper mills. Procemex headquarters are in Central Finland (renowned as the center of paper technology—who knew?); it also has a main hub in Weinbach, Germany.
M-real is now Metsä Board Corp (The Moose is Loose)
M-real Corp. announced it will change to its name to Metsä Board Corp., a move expected to be finalized at its Annual General Meeting on March 28, 2012. The parent company, Metsäliitto Group will become the Metsä Group. The new name and identity reflects the company’s focus on paperboards. (As previously noted, Sappi acquired M-real’s fine paper business in 2008.) “We have during the recent years done a very determined work to transform from a paper company to a profitable paperboard company. Our structural transformation is at a stage where we want to communicate it also through the company name. As a part of the Metsä Group’s new common identity we are able to strengthen our visibility in the market,” says CEO Mikko Helander.
FYI: Metsäliitto means “Forest Union.” The Finnish forestry group was founded in 1947. The entire corporation is also adopting a green moose symbol. The typeface used in the logos is Benton Sans Black. This blog compares the new Metsä logo to the previous iterations: “The revived moose [logo] has lost its ears, its horns have been trimmed and the snout is shorter.”
More to Come
In general, the PrintCity presenters confirmed several of my fearless drupa predictions: We can expect to hear a lot more packaging and printed electronic news as well as efficiency driven innovations.
In Closing
I hope my industry reviews prove of value to your professional interests and stimulate discussion. Readers, how about you? Any pre-drupa thoughts to share?
Talk to me via the Comments Section or follow me via the RSS feed button below. I look forward to hearing from you.
Thank you,
Katherine O’Brien
Senior Editor American Printer
Senior Editor OutputLinks Communication Group
KOB@OutputLinksCG.com
Posted on Tue, Feb 21, 2012
Jeff Jacobson recently joined Xerox as President, Global Graphic Communications Operations. Jacobson, 52, joins Xerox from Presstek where he served as the company’s president and chief executive officer since 2007, adding the title of chairman in 2009.
These are difficult day for everyone in the graphic arts—many of conventional press vendors have been hit hard. I will be interested to see if Jeff will compare the digital, offset and direct impression worlds in subsequent posts. Presstek generally positioned its presses as serving runs ranging from 500 to 20,000—as a practical matter, Xerox is likely to take a somewhat different view.
Jeff’s new role at Xerox that focuses on worldwide strategy, operations, product development, marketing, sales and support of Xerox’s production systems portfolio and related software and workflow offerings.
In a blog posted today, Jacobson says he’s looking forward to drupa 2012. “I plan on spending as much time as possible with customers, partners and prospects – listening and learning about their business and helping them understand the benefits of digital print in order to grow and prosper.”
Read the rest of Jeff’s post here.
Your Thoughts?
Readers, how about you? Any thoughts on the offset/digital/direct imaging divide?
Talk to me via the Comments Section or follow me via the RSS feed button below. I look forward to hearing from you.
Katherine O’Brien
Senior Editor American Printer
Senior Editor OutputLinks Communication Group
KOB@OutputLinksCG.com