Print05 exhibition your enterprise can survive to

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Print 05 Exhibition: can your enterprise survive until then

the printing market in the United States was very sluggish in 2001. According to Rosen, President of a consulting company with branches in New York and San Francisco, 2002 may be more challenging

ten years ago, Rosen identified seven driving forces for continuous progress in the field of commercial printing:

1 Actually underutilized production capacity

2 Deadly price competition

3 The tape peel strength testing machine with unknown sales volume is mainly used for the intensification of plastic packaging composite film

4 Rapid technological change

5 Increasing capital demand

6 Increasing customer demand

7 If there is no satisfactory economic return, the owners are more and more reluctant to invest

rosen pointed out in his speech at the print 01 exhibition last fall that these factors still affect the whole industry. He believes that only companies that can obtain sufficient profits (profits before interest, tax, depreciation and amortization, i.e. EBITDA is higher than 12%) can attend the print 05 exhibition

rosen predicts that "there will still be some companies merging in the national scope, but more enterprises will complete the merger in the regional market due to strategic reasons."

rosen believes that there is no secret to the success of profitable printing enterprises: their production capacity is often higher than those struggling, and their business volume is larger. One of the most important reasons is that they understand that the economics of printing industry is the economics of manufacturing industry. They always keep their enterprises busy and avoid letting months of sales problems ruin the sales performance of the whole year

he also believes that "successful printing enterprises often consider the cost consumption and sales level of the company side by side. Unless there are special circumstances, they will not leave redundant people in the enterprise. They understand that there can be no fickle sales, because these businesses usually require high fixed costs, but this does not deny the diversity of businesses. Profitable companies will find ways to reduce the range and frequency of monthly sales changes."

learn lessons

according to Rosen, successful printers generally have the following experience:

· you are either busy or dead. People must wake up from those old dreams and do not dream of using favorable prices to make up for the fact that small sales of plastic can be molded into more complex shapes than steel assemblies

· the market determines the price. If an enterprise operates normally, it will have more opportunities to obtain business. If the enterprise cannot operate normally, it may need to make appropriate adjustments to itself. In any case, the market determines the price

· printing economics is the economics of manufacturing. You need to: (a) have sufficient business volume; (b) Efficient production; (c) Cost effective. This sounds very simple, but the actual market economy is ruthless

· in addition to equipment and technology, you should also have reasons for customers to do business with you. For example, you should be wise, make decisions quickly, give more feedback, and provide your competitors with complex or almost impossible products or services. Make customers have to believe that it is wise to choose you as a partner

· managing sales is the single biggest challenge. Implement a detailed and clear plan for sales personnel, develop and manage major accounts as major corporate assets

· it is very important to become a major supplier. The interdependence between companies is objective. Only in this way can we form a profitable relationship and provide the best protection during the downturn

· size is not an issue. It provides the utilization intensity of the plant facilities and is the central demand of the yield. The bigger the business, the better. But more business is better than less business

· the production result is not from the equipment. You have to have the latest equipment, but that doesn't guarantee success. Unless you have set appropriate goals and ensure that employees perform their duties at the appropriate level, your investment is likely to be wasted

· acquiring a business is more important than buying cheap equipment and paper or changing reporting and control. A successful acquisition means gaining additional value by basically changing costs, increasing sales and improving performance

profitable printing enterprises should also understand that slight differences in productivity and total production will make great differences in profits. Managing manufacturing requires adding new equipment, but printing companies can achieve this by keeping the equipment running continuously and effectively

rosen said: "printing enterprises that survive manage their factories by setting goals and investigating their achievement. They set a production plan based on high productivity. They simplify and standardize the operation process (so that there is no need for special intervention in the normal operation period) To find the fastest production. They never compromise on ensuring transportation commitments or meeting quality standards. The most important point is that they always ensure that the operators are serious and responsible for their work, and do not allow their own dullness to become the root of the problem. "

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