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Latest Industry Study Reports
for PMA Members
This latest study provides a useful industry outlook with a close look at
how macroeconomic factors are affecting printing companies.
It also explores effective ways to brand your company as a desirable place to work
– a relevant topic given the hiring challenges many firms face today.
Click on titles below.
A Big Picture of Revenue Trends, Business Outlook,
Other Knowledge, and Actionable Thoughts
A Big Picture of Inflation, Paper Supply, and Postal Mail Rates,
with Actionable Thoughts
Branding Your Firm as a Good Place to Work:
Employer Branding
The Printing Industry Performance and Insights (PIPI) studies provide company leaders with knowledge, tools, and actionable recommendations based on data collected
from members of multiple print industry associations around the country, including PMA.
Print Media Association and 15 regional printing industry associations
across the nation collaborate quarterly to sponsor the
Printing Industry Performance and Insights (PIPI) Studies.
This research seeks to analyze our industry’s performance, deliver a view of future outlook, and provide company leaders actionable advice. These studies are conducted under the direction of Dr. Ralph Williams Jr., Associate Professor, Jones College of Business at
Middle Tennessee State University.
Industry association members have shared that past surveys prompted them to consider options they had not considered before. That is especially true with our present survey's “employer branding” items. By participating in this survey, you may learn more about
effective employer branding!
We hope you find this information helpful, and we look forward to your participation
in our upcoming industry surveys and reports.
Links to previous PIPI Reports:
Financial Benchmarks, Ratios, and Actionable Thoughts
Connecting a “Comprehensive Strategic Approach” to Printing Firm Performance
Revenue Trends and Business Outlook Summary
How Paper is Affecting Printing Companies and Approaches to Consider
Big Picture of the Printing Industry: Revenue Trends, Inflation Effects, Outlook
Marketing Planning, Sales Team Management & Social Media Usage
Is Your Firm Growing Like Others in the Printing Industry?
Industry Outlook & Performance
Strategic Group Report
Printing Industry Outlook - Q4 2021
Workforce Shortages
Supply Chain Disruption
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What do “Higher Performers” do?
by Dr. Ralph Williams
Some printing companies are “rocking it” – producing profits and returns far above industry averages. We refer to these companies as “higher performers.” About a third of the printing firms participating in our 2023 - Printing Industry Performance & Insights financial benchmarking study are higher performers. What makes higher performers different? Below, I share vital differences we saw between higher performers and all respondents. For each key difference, you will find bullet points with approaches higher performers may apply to accomplish that advantage.
Higher performers spend a smaller percentage of their revenue on paper and outside services.
Higher performers may produce products more efficiently, wasting less paper and other substrates. They may have a TQM (Total Quality Management) culture, which focuses on continuous efficiency improvement, “producing more with less waste.”
Higher performers may bring more services they provide customers inside their walls. For instance, a firm providing website design through outside sources might pull that service inside. However, this is a potentially challenging tactic. Bringing a service inside requires executing that service effectively and efficiently. Bringing in external services or adding complementary services is not easy. Indeed, an association leader shared that he has seen multiple printing firms fail at this. However, doing it right might enhance financial performance and the value printing companies provide their customers.
A smaller percentage of revenue spent on paper, substrates, and outside services may also reflect higher performers’ ability to charge their customers more… higher pricing for what they provide them. Higher prices reduce the percentage of revenue spent on paper and outside services. This potential advantage is related to a firm’s mission: who are our target customers, and what value do we provide them? Firm leaders might ask, “Have we cast a “mission net” in which customers are willing to pay more for what we provide?” Also related to strategic thinking, firm leaders might ask, “Have we chosen a mission where there are few competitors who provide what we do, or as well as we do, allowing us to charge more?
Higher performers spend less on total factory costs.
Related to TQM mentioned above, continuous improvement connects with “doing more with less” and is a culture. Developing a culture devoted to continuous production efficiency improvement requires total top management commitment, but that culture can produce benefits.
Operating multiple shifts can reduce the fixed factory costs per hour or per project (job).
To lower our total factory costs, we applied an “expandable-contractable” approach. We planned our factory capacity based on our lowest monthly revenue projections and set hourly rates accordingly. When we exceeded our revenue budget, our fixed factory costs were a smaller percentage of revenue. To accomplish this, we made our employees aware that we expected them to work overtime, and we made overtime feasible for employees through our shifts. This is related to scaling, which is producing more without more fixed costs… “Doing more with what we got!” Another way to scale is to plan growth without adding fixed costs.
Higher performers spend less on administrative costs.
It appears that high performers do more with less administrative resources. They may have staff members who take on multiple roles; they may outsource some administrative functions; they may increase revenue without increasing administrative staff; they may apply technology to replace manual tasks; or they may apply other organizational
efficiency approaches.
I presented this material at a printing association luncheon. After hearing that higher performers spend significantly less on administration costs, a printing company leader shared that their firm did not monitor administrative efficiency at the same intensity as
they did in their shop. It sounded like our results prompted him to look at their
administrative efficiency.
To explore more possibilities for making administrative functions more efficient, consider these options: apply digital tools to improve the documentation process; chart administrative tasks and look for ways to reduce steps or combine roles; explore employee training options; and build a culture of efficiency and productivity in your executive offices (like you want in your shop).
Higher performers spend more on sales and marketing costs.
This is the one area in which higher performers spent more. But be careful. This is about more than how much you spend on sales and marketing. It’s about effectively applying sales and marketing resources.
In a previous study, we found that higher-performing printing firms have a marketing plan: they identify targeted customer groups, they identify the value their firm provides those targeted customer groups, they have a marketing strategy with an action plan, and they have marketing objectives.
We also found that higher performers monitor salesperson development, apply salesperson training, apply ongoing salesperson evaluation, and reward salespeople (sometimes for items other than sales generated, such as the number of new prospects converted to customers).
Higher performing firms may strategically seek ways to effectively market products and services, such as through social media, printed brochures, or direct mail.
When a printing firm leader heard that higher performers spend more on sales and marketing, he said, “It sounds like they are hunting (seeking and pursuing prospects) more than farming (merely depending on current accounts).
Higher performers earn much more in EBITDA (Earnings before Interest, Taxes, Depreciation, and Amortization).
Do the differences mentioned above contribute to stronger EBITDA? YES! However, compared to other firms in our study, higher performers have other minor cost advantages. Higher performers spend a little less in a lot of cost categories. “Little by little, a little becomes a lot” – Tanzanian proverb.[1]
Higher performers generate much greater Return-on-Assets (ROA).
This may result from higher performers’ investment in new equipment or technology. Indeed, it appears higher performers incur more in depreciation expenses.
I propose that higher performers make solid equipment and technology investment decisions based on potential return. For instance, if a firm is considering a $200,000 equipment investment, the leaders would explore the potential effect of that investment on their bottom line and seek at least a $20,000 increase in net profit.
Are there other ways to achieve the performance advantages presented above? Absolutely, yes! Hopefully, the material above will prompt some thinking and help you enhance your printing firm's performance.
E-mail Dr. Ralph Williams with any questions or comments: ralph.williams@mtsu.edu
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ST. LOUIS RELOCATION
Modern Litho, a full-service commercial and publication printer headquartered in
Jefferson City, Missouri, has a new location for its St. Louis operation.
The new facility, located at 5001 Southwest Avenue on The Hill,
houses more than 67,000 sq. ft. of production and administration space,
and will allow for expanded services in the St. Louis market including:
enhanced digital printing, expanded mailing, on-site storage, and fulfillment.
“A lot has changed since 2018 when we first moved into the 5111 location. It has served us well and I believe contributed to helping us become the company we are today,” said
Jeff Davidson, Owner. “We’ve experienced growth both organic and through strategic acquisition. Honoring our commitment to serving our customers means
we must continue to invest in our workforce, equipment, and facilities,”
“This facility has just over 67,000 sq. ft., which more than doubles our production space. While our team is excited to settle into our new location, we’re most energized about the ability to bring our community and clients into the facility to showcase our capabilities and products in-person,” commented Skip Bray, President of Modern Litho-St. Louis.
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2024 Mileage Rates
As of January 1, 2024, the standard mileage rates which are used to calculate the deductible costs of operating an automobile for business, charitable, medical or moving purposes — for use of a car, van, pickup or panel truck will be: 67 cents per mile driven for business use, an increase of 1.5 cents from 2023.
| USPS Postal Rates Increase | |
State & Federal
Family Leave Laws
Family and medical leave obligations can be complicated – especially when employers have to worry about both state and federal laws. Stay up to date on the latest legal changes in
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Best in New Food and Beverage Packaging
Beverage cans are crushing it, whiskey bottle first, Amcor's cuts, Crystal Light redesigns, PEF update, antimicrobial packaging, new kind of wrapper, Parmalat's white rPET bottle.
Read more on PackagingDigest.com.
Consumers Tell Packagers,
"See You in Court"
Recent packaging-related lawsuits take brand owners to task for on-pack claims, package graphics, PFAS in food packaging, and slack fill.
Read more on PackagingDigest.com.
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USPS Sees Some Signs of a Turnaround
While Losing $2B During
Recent Busy Season
The overall loss doubled in the first quarter of fiscal 2024, but the Postal Service doubled its profits in the part of its business that officials can control.
Read more on Government Executive.com.
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Johnson's World: Getting Real About Artificial Intelligence
Depending upon who you ask, AI means either the beginning of the end for the human race’s domination of the world, or the elimination of all our jobs…or the debut of a really amazing and useful tool with almost limitless possibilities. GLGA member Steve Johnson of Copresco looks at how, in fact, it might be all three.
Read more on WhatTheyThink.com.
A Holistic Strategy
Can Unleash the Power of Print
Planning a marketing campaign is much more complicated than it used to be.
This article explores how printed communications, when used correctly,
can still wield an irresistible power.
Read more by Keypoint Intelligence on WhatTheyThink.com.
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Making Money in Print
is in the Fine Print Details
Yes, I know undoubtedly you have processes in play – but, for the love of print, make sure the information detailed within the job ticket represents the complete end-to-end production process. If there are holes and gaps, profit will suffer.
Read more by Debbie Nicholson of Think-to-Ink on American Printer.com.
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Survey Finds Employees
Not Interested in Promotion
Source: Korn Ferry
For decades, it’s been a core assumption that workers want to get ahead and firms can incentivize them with promotions and new titles. However, a new study finds that 51% of employees are happy to stay in a role they like, even if there's no possibility of advancement.
The report finds that workers value their personal life and flexibility more so today and may say no to a position to spend more time with family in lieu of a heavy travel schedule.
Read More
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Bytes and Boundaries:
Why You May Need an Employee AI Use Policy
Employers know that artificial intelligence (AI) is here to stay, but
so many are grappling with the initial question: where do we even begin? Below are several preliminary issues your AI use policy should address.
Read more
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A Look At The Benefits That Can Keep
Older Workers on Board
A shift is emerging in how companies see - and value - older workers as labor shortages continue in certain industries and roles. What trends are emerging as organizations design benefits plans to attract and retain a Baby Boomer workforce? Here’s what some employers are doing.
Read more by SHRM.org.
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Gaining & Maintaining
Brand Loyalty
PMA, GLGA, and our sister regional printing industry associations are joining together to present a four-part webinar series, Gaining and Maintaining Brand Loyalty.
The program will take place every two weeks starting Tuesday, March 5, and running through Tuesday. April 16.
Our presenter, AJ Gardiner of Loyalty Loop, will share the best practices and strategies to create loyal customers who love your brand.
Session 1: Value of Customer Loyalty
March 5, 2024
12:00 pm - 1:00 pm
Session 2: Customer Feedback and Customer Experience Measurements
March 19, 2024
12:00 pm - 1:00 pm
Session 3: Voice of the Customer – Google Reviews and Testimonials
April 2, 2024
12:00 pm - 1:00 pm
Session 4: Building Your Customer Loyalty Loop
April 16, 2024
12:00 pm - 1:00 pm
Member Price $165 / $265 non-members
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About the Presenter:
AJ Gardiner of Loyalty Loop has a goal of helping to deliver great experiences with customers. The Loyalty Loop’s process engages customers with a brief yet powerful ‘conversation’ via online survey following a recent experience. The customer’s feedback is turned into data that helps you build a stronger, more widely recognized business and brand.
To register for this 4-part series, please contact Tim Suraud at:
314-962-6780 ext. 211 or tim@pmastl.org.
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Wide-Format Masterclass
4 Sessions
March 5, 12, 19, 26 via Zoom.
One hour sessions
$250 for members / $350 for non-members
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To register for this Masterclass, please contact Tim Suraud at at:
314-962-6780 ext. 211 or tim@pmastl.org.
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** New PMA Website **
Preparing to Launch
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We’re excited to announce the coming of our new website.
We believe the new site has easier and clearer navigation.
It is also on-brand with added resources, a dedicated 'Members Only' content area,
an easy to access information archive, stronger SEO, and more.
A special thanks to Jules VanSant at Bubble & Hatch for designing our new site!
Bubble & Hatch is a creative agency known for building beautiful websites
and brand strategy.
We know that our website is one of the first visual representations of our mission,
and we’re very pleased with the update!
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Training Options
Focus on Print Industry Fundamentals
This new, members only training resource focused on the fundamentals of print and graphic communications is available as a no-cost benefit to PMA Members and educational institutions within the Americas Printing Association Network (APAN).
Through a new partnership, PMA and APAN have licensed more than 65 on-demand courses and educational tracks developed by print industry veterans and business consultants at The Print University.
The program also offers suggested tracks by employee position and type of company.
The new training through PMA Print University is ideal for onboarding new hires and refreshing current employees, and the targeted tracks help make sure each audience
is receiving specific content tailored to their work experience.
It can also be beneficial for vendors to help them better understand their customers.
And for high schools and technical colleges to introduce students to the print industry.
THERE ARE CURRENTLY EIGHT MODULES AVAILABLE:
* Intro to Production Printing
* Inside the Print Shop
* Operations of a Print Service Provider (PSP)
* Selling Strategies
* Vertical Markets for Print
* Print Workflow & Processes
* Introduction to Finishing
* Market Update
SAMPLE COURSE LIST
Introduction to Production Printing:
- Brief History of Printing
- What is Production Printing?
- Analog vs. Digital Printing
- Print 101: Electrophotography
- Print 101: Offset Lithography
- Print 101: Inkjet
- Print 101: Gravure
- Print 101: Flexography
- Industry Speak: Acronyms & Jargon
Introduction to Finishing:
- The World of Finishing
- Embellishments
- Folding
- Trimming and Cutting
- Binding Methods
- Mailing
- Converting
- Finishing for Wide Format
Inside the Print Shop:
- Inside a Print Service Provider (PSP)
- Commercial Printers
- In-plant Printers
- Direct Mail Printers
- Transactional Printers
- Publication Printers
- Packaging Converters
- Sign Shops
Selling Strategies for:
- Commercial Printers
- In-plant Printers
- Direct Mail Printers
- Transactional Printers
- Sign Shops
- Franchise Printers
Print Workflow and Processes:
- Primer: Software & Functions
- Primer: Key Workflow Processes
- Primer: Design Considerations
- Job Onboarding
- Estimating, Quoting, & Ticketing
- Preparing Data
- File preparation (Prepress)
- Proofing and Approval
- Digital Front Ends
NEWLY ADDED CLASS:
Importance of Print in Today's World
Let's bust the myths of modern day printing. Learn how the industry is everywhere, critical, and technology forward.
The cost to utilize Print University is covered by membership dues.
Available via new, updated PMA website launching soon!
To access the online courses, please contact your local association at:
314-962-6780 ext. 211 or tim@pmastl.org.
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Best Sales Advice for a Newbie
At a dinner party, a young sales rep asked Bill Farquharson,
"What advice would you give me, just starting out?"
At first, Bill gave one answer. But then he changed his thinking
to a skill we all need to obtain, and quickly.
Find out more in this week's Short Attention Span Sales Tip.
Read more
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Bill Farquharson is a coach and sales trainer for the graphic arts. He draws on his 40-year sales career to write, speak, and create content. Bill’s Sales Vault features weekly sales workshops, sales challenge discussions, template and script downloads, and archived content for one monthly price (Affiliate members receive a discount). Contact Bill through BillFarquharson.com.
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Video - Sales Tip
of the Week
Working with a client to improve time management and sales productivity, Bill Farquharson recently added one component that made all the difference. Learn all about it in this week's Short Attention Span Sales Tip.
Read and see more
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Upcoming Sessions:
This is where the best graphic arts sales reps and selling owners go for their sales ideas. They learn from an expert, from their peers, and on demand.
The Sales Vault is a sales program bought to you by PMA & Bill Frquharson. One Vault feature is a live weekly workshop. Care to try one out for free? E-mail Bill and he'll give you access to one workshop or one video replay.
Here are the next Live Zoom Workshops:
Feb. 20: How to Create an Effective Prospecting Process Find Out More
Feb. 20: “New-to-Sales” Group Find Out More
Feb. 26: Marketing Matters with Kelly Mallozzi Find Out More
Feb. 27 Time Management Basics Class Find Out More
View all upcoming workshops here.
See the list of 100+ video replays
What is a Short Attention Span Webinar (SAS)?
They are quick, powerful programs (15-20 min) followed by as much Q+A time as you need. You can stay just for the presentations or take a deeper dive and ask some questions.
SAS Webinars will be held on the second Thursday of every month.
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Bill Farquharson is a coach and sales trainer for the graphic arts. He draws on his 40-year sales career to write, speak, and create content. Bill’s Sales Vault features weekly sales workshops, sales challenge discussions, template and script downloads, and archived content for one monthly price (Affiliate members receive a discount). Contact Bill through BillFarquharson.com.
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Kelly Mallozzi is the president of Success In Print. She is active in Girls Who Print, an expert in LinkedIn for sales reps, and a frequent presenter for the Affiliates. Kelly’s Total Sales Transformation is an intensive program to give your sales efforts a shot of adrenaline. Find Kelly through SuccessInPrint.net.
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Webinars are held on the second Thursday of every month with topics ranging from
Sales Productivity, Prospecting, Customer Communication, Selling Skills, Social Media Sales, Motivation/Organization, Post COVID Sales Challenges, Sales Growth, Sales Management, and more. As a webinar attendee, you will be invited by Bill to a future Sales Vault workshop as his guest.
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The Sales Vault
for PMA members
Visit:
salesvault.pro/partners
Think of the Sales Vault as an ongoing conference full of live presentationsand group discussions focused on sales-specific topics.
As a Sales Vault Insider you have exclusive access to a packed calendar of live workshops and presentations, currently covering nearly 30 sales topics with new material added monthly.
Prefer to learn on your own time? Most subjects are available on-demand for
24/7 consumption. Then, there’s the weekly sales challenge discussion groups, the growing list of template downloads, and 35+ years of Bill Farquharson’s columns, sales videos
and blog, all organized by sales topic.
PMA members can take advantage of the Sales Vault for the discounted monthly subscription price of just $40/month/participant.
If you would like to try out the Sales Vault before signing up, let us know
and we'll provide you access to a workshop of your choice at no cost.
To learn more, contact:
Tim Suraud at 314-962-6780 ext. 211 or e-mail tim@pmastl.org
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What's Wrong Here?
You have always believed that your firm should make a profit on every job and you’re against quoting that will be a loss on the cost sheet (unless, of course, we mess it up ourselves!). You have designed your sales compensation program to support this plan. On the rare occasions that you quote a job at a loss, you reduce or eliminate the rep’s commission. On the other hand, if the rep marks up the quote you split the extra mark-up with them as a bonus commission. In those situations where the rep sees the customer needing something that you can’t produce, you encourage them to find another source as you don’t believe in paying commissions on other people’s work.
Even though this seems like a sensible plan, your firm is suffering from insufficient sales. You realize that if you could just get more work into the plant, that profit would soar as you already have the presses and the building to handle it. The reps are calling on customers and prospects every day, but they’re not closing. Your hit ratio is about 20% so that 80% of the time we don’t get the order. You’ve tried sales meetings and hired a sales trainer, but it hasn’t helped.
If you look honestly at the situation and realize that the root of the problem is the fixation on a positive margin on every quote which has produced the current sales compensation policy. The reality of the business is that the average job involves an actual expenditure of 60 cents on the sales dollar for factory wages, materials and commissions leaving 40 cents to pay toward the overhead. A job sold at a quoted price of $1,000 yields $400 to pay toward the overhead. The same job sold at $1,100 yields $500, if it sold at $900 it would yield $300. If we don’t get the order, we get nothing toward the overhead. Thus, while we would like to get as much as the customer will pay for the work, we want to get the order—zero does not get us to profit.
However, the existing sales compensation system causes the sales reps to ignore those situations where $900 is possible because they’ll get nothing. It also causes them to focus on the situations where they might get $1,100 because of the bonus commission. In the first situation, they are walking away from sales that could pay for the overhead and get you to profit. In the second, they are reducing your overall sales by concentrating the occasional big hit. Also, because we don’t pay commissions on buy-outs, they pass up opportunities to fully serve their clients and thus open doors for the competition.
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Volume 4 / Issue 3
Zero Credit Losses
We were talking to the owner of a firm who said they had collected every penny of their receivables. But then ruefully admitted that they had probably turned down a lot of good sales to protect that record.
Credit losses can be frustrating, so it’s easy to exaggerate their impact. If we sell three
$1,000 jobs and don’t get paid for one of them, we’re angry that we’ve lost $1,000. But is
that really true?
The typical commercial job incurs about 60% out of pocket cost (paper, buyouts, factory wages, commissions). Thus, you’ll spend about $600 to produce a $1,000 job. If you sell four of these, but get paid for only three, you’ll receive $3,000 (3 x $1,000). To produce them, you’ve spent $2,400 (4 x $ 600). At the end, you will have $600 you didn’t
have before.
Of course, this doesn’t apply if the order is big enough to sink the business. Neither does
it apply in situations where a known customer is taking longer and longer to pay as you
should know that it is likely that they are heading toward bankruptcy.
Learning To Create Value
It’s obvious that helping a customer design a more powerful piece is the path to getting
more money for your work. The challenge is that this has nothing to do with printing, your
field of expertise. What is needed is a total focus on the customer’s product or service and
their business model. Thus, the challenge is how to get there.
The first step is to realize that a sales call must be an exercise in listening and asking questions and not one in talking about your wonderful new technology. This is easier than it
sounds because people like to talk about themselves if they have an attentive and inquisitive audience.
Once you grasp their challenges, you are positioned to use your printing knowledge to
suggest more powerful approaches to the proposed piece. This is easier to do if you develop a customer base with similar problems and opportunities.
It also suggests that hiring a sales rep with deep experience in your target industry will give a head start to the process of creatively meeting their needs.
What’s Your Most Important Ratio?
What’s the most important number in your business life? Your hit ratio—the percentage of
quotes that turn into orders. It’s the number that separates high profit companies from
also-rans.
Why? It recognizes that a revenue maximizing pricing policy isn’t created by your internally
focused estimating system, “your cost,” but by your customers and the competitors that they know and trust. Your customers are the ones who will give you the order and write the check.
If your hit ratio is low, you’re walking away from the dollars of contribution to overhead that
will make or break you. If it’s very high 95%+, you’re routinely leaving money on the table.
When you start to focus on your hit ratio, you’re on the path to profit. If you begin to track hit ratio by customer or line of business, you’re even better.
Exit Strategy II
Our first discussion about selling a business centered around transitioning the business to
family. We’ll focus this brief article on transitioning the business to existing management.
The biggest plus for this type of transition is that there will be minimum disruption due to
new ownership. The biggest negatives? There are two: does the new management team
have the skills to run the company and second, and most important to the seller, how will the transaction be funded?
As much as ownership may want to be paid in full for the business at closing, it’s almost a
given the management team will not have access to the funds, especially in today’s high-interest market. Thus, payment from future earnings (a note held by owner) is the most common way of funding the transaction. Yet, there’s a strong argument that the new ownership needs skin in the game; thus, consideration should be given how to structure a deal that has an upfront component as well as payment over time (with appropriate guarantees). Also, consider tax consequences that can come into play depending on the business structure and payment options.
One positive aspect of this type of transaction is having a management team capable of
operating the company without its previous owner(s). If it’s a small company, it may be a
general manager/president who has been hired and groomed for the transition. If it’s a larger company, it may be a team of individuals who have learned to operate as a team. Although in the latter option, the new CEO/President will more than likely be the majority shareholder. This preparation for this type of sale is a multi-year process since ownership must be ensured they have the right people on board and those individuals are committed to taking on ownership.
Consequently, ownership needs to start planning the process years prior to the date of expected sale/transition. When someone has a shorter time window with no family or management in place, the option of selling to a third party is the preferred option and will be covered in our next newsletter.
quoins2pixels is written by Bob Lindgren and Joe Polanco.
Bob and Joe have spent decades in the printing industry, and throughout their careers,
they have counseled hundreds of company owners on a variety of management topics.
As a value-added service of Print Media Association, they are available to expand
on these articles or aid with projects.
Bob can be reached at (818) 219-3855 and Joe at jspolanco49@gmail.com.
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quoins2pixels is written by Bob Lindgren and Joe Polanco.
Bob and Joe have spent decades in the printing industry, and throughout their careers,
they have counseled hundreds of company owners on a variety of management topics.
As a value-added service of Print Media Association, they are available to expand
on these articles or aid with projects.
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Need Help with Credit & Collections?
We Have a Solution!
Printing Industry Credit Bureau (PICB) and its’ sister company, CheckitCo
have over 40-years experience as a dependable, effective, cost-efficient, and reputable agency dedicated to taking the hassle and stress out of credit & collection.
Who better to handle your credit and collection needs than an agency
designed for Printers.
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If you have questions or would like to discuss how we can help your business, e-mail or schedule a time to talk below! | |
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FACT:
Some of Your Employees
Can't Get Life Insurance
PMA Member Employees Can!
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Print Media Association has partnered with Cincinnati Life Insurance Company
to offer a solution that helps you retain employees, while also putting their well-being
as a top priority.
The Total Life Benefits program allows you to protect and offer your employees
peace-of-mind with guaranteed life insurance. Browse plan options and only choose what fits your priorities and your budget.
NO medical questions asked, NO employee minimums
and NO financial obligationas the Employer.
Employees can purchase life insurance for themselves, their spouse, their dependents,
and their grandchildren at a cost and amount of coverage they choose through a simple
and flexible payroll deduction program. Employees have a choice of term life, whole life,
or return on investment and they can take care of all the back-end HR paperwork
so you don't have to.
Employees own their policies! If they retire or otherwise leave the company, they can keep the policy and we will work with them to shift the billing to the employee.
Affordable and portable life insurance coverage for you and your employees.
If you would like more information contact
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Print Media Association is your local trade association representing the
graphic communications industry in Missouri and Southwestern portions of Illinois.
Print Media Association offers its members the products and services that enhance their growth, efficiency, and profitability through advocacy, education, research, technical information, management tools, employee benefits, and cost-saving resources.
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America's Printing Association Network.
APAN associations across the nation have rolled out a new brand to assure the industry of their sustained presence, dedication, and ongoing mission to work together in supporting the Graphic Communications Industry.
APAN comprises print and graphic associations in the US and Canada working together to bring industry awareness and support to the print graphics manufacturers and suppliers to the industry.
APAN is also in partnership with with three additional Associations in Canada, serving over 5000 members and representing all aspects of print manufacturing.
APAN – a powerful collaboration dedicated to supporting the Printing industry through such influential programs as:
- National Wage and Benefit Survey
- PrintAccess - online buyers listing/guide for members
- Printing Industry Performance Reports and Insights (PIPI)
- Sales Compensation Survey
- Focus and Peer Groups
- Insurance, Supplies, Equipment Discount Buying Power Programs
- Americas Print Awards - Excellence In Print National Awards
- Local, State, and National Government Representation
- Workforce Development, Continuing Education programs … and More!
APAN is comprised of Print Media Association (PMA), Graphic Arts Association (GAA), Graphic Media Alliance (GMA), Great Lakes Graphics Association (GLGA), Printing & Graphics Association MidAtlantic (PGAMA), Printing & Imaging Association of Georgia (PIAG), Printing & Imaging Association of MidAmerica (PIAMidAmerica), Printing Industries of New England (PINE), Printing Industries Association of San Diego (PIASD), Printing Industries Alliance (PIAlliance), Printing Industries of Southern California (PIASC), Printing Industry Association of the South, Inc. (PIAS), Printing Industry Midwest (PIM), Printing Industry of the Carolinas (PICA), and Visual Media Alliance (VMA).
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