wan-ifra...package of measures for closing the strategic gap innovation and benefit for the partners...
TRANSCRIPT
WAN-IFRA What newspaper printers can learn
from the brand-name products industry
Kurt Kribitz
Styria: figures, data, facts
Positioning
Strategic outlook & GAP analysis
Package of measures for closing the strategic gap
Innovation and benefit for the partners
Marketing measures of innovation
contents
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the company
3
the company
• 250 employees
• 50.000 tons of paper
• 7 CtP lines (AGFA + Krause)
• 6 CS – printing machines
(MAN Roland + KBA)
4
• 7 Ferag
mailroom lines
• 3 TOC gluing machines
• 4 memo stick devices
• 4 inkjet devices
position
core business: Printing and mailroom provider for the Styria brands and external customers
extended core business: Print management for selected Styria brands and external customers
additional service: Paper purchasing for all Styria brands
36% periodic newspapers
64% daily newspapers
revenue € 63 million
No. 2 in Austria
No. 1 in Croatia
excellent printing quality
(WAN-IFRA International Color Quality Club 2012-2014)
High professional competence, stable economic basis, international presence
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strategic outlook
evaluation of the strategic gap
standard
CS products
daily
newspapers
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2006 2012 2018
50
70
55
60
65
development of revenue in EUR million
GAP analysis
all current products
new competitor in Croatia
reduced buying power of readers
reduction of circulation and pages
measures for closing the gap
market development
product development
market penetration
diversification
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market field strategy
strategic outlook
measures for closing
the gap:
high-end
CS products
standard
CS products
daily
newspapers
product development
concept development
specialised types of
advertising
market development
market penetration
sales initiative
classic sales of
periodic CS products
daily newspapers
leading product for
investment &
organisation
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2006 2012 2018
50
70
55
60
65
development of revenue in EUR million
all current products
GAP analysis
without measures
market penetration
more of the same!
sharpen USP
define the geographic target market
provide target customers with
advantages
success factors:
sales skills
excellent market knowledge
product skills
advisory skills
exact knowledge of cost structure
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chance:
easiest method to increase utilisation of
machinery
risk:
increased competition can push down the price
processing of enquiries overwhelms the
organisation
rule:
Never fall below defined price threshold
Austria
market development
existing products will be sold in new markets
Croatia
Slovenia
Italy
Germany
success factors :
language skills
marketing skills
product skills
advisory skills
sales skills
know-how about the target customers
very good preparation before market entry
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chance:
potential of significant business expansion
access to new markets brings new knowledge in
the organisation
increasing the machine utilisation during days of
low production
risk:
currency risk
increased non-payment risk
legal risk
Increased international competition pushes down
the price
investment risk (organisation costs)
neglect of main markets
rule:
customer contact only after working out a suitable
customer value
sharpen USP
define target customers
provide target customers
with advantages
product development
new products in existing markets
increase in market volume for internal and external
customers
Austria
Croatia
Slovenia
Italy
success factors :
innovation skills
product skills
sale skills
marketing skills
language skills
story
distribution channel
endurance & consistent action
R&D budget
business plan
products:
association newspapers (concept development)
High-end cover (4 pages, 8 pages, 16 pages)
CS flyer
chance:
enlargement of printing & publisher markets
to be equal of the customer
open new networks
increase of machine utilisation
price is not the main focus during negotiations
risk:
demotivation because of failure
loss of reputation towards customers
rule:
clear, noticeable value
simple story
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sharpen USP
define the geographic target
market
provide target customers with
advantages
term “value innovation”
value innovation is more than an
innovation
it is a strategy that includes all
activities in the system
both buyer and provider have to
realise a benefit from value
innovation
value innovation is based on the
idea that market boundaries are not
fixed, but can be re-defined!
creation of value innovation through
eliminating the direct relation
between value and costs
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See Kim, W./Mauborgne, R.: Blue Ocean Strategy: How to Create
Uncontested Market Space and Make the Competition Irrelevant, 2005, p.16.
product development
focus value innovation
High-end cover:
until now only possible with longer lead time
up-to-date, customer-related
advertising content in high-end quality
data transfer until 2 hours before the
print start of the daily newspapers
production on the coldset press, premium paper 90g,
60 printing dots per cm, production including prefold, wrapped
on diskpool
processed as main product, the daily newspaper is the 1st
supplement
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NEW
NEW
NEW
NEW
product development
focus value innovation
value end customer:
actual content, high product quality, high attention
value publisher:
enlargement of market volume, therefore redefinition of market boundaries,
reduced competition, story for print, arguments for higher prices
value printing house:
improved utilisation of press and mailroom
without hypercompetition, image upgrading,
improvement of monetary result
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anchorage in market
product
management
printing
sales department
printing house
product management
newspaper
sales department
newspaper
• drafting of value
advantages
• drafting of the
story
• visualisation of
the advantages
• training for sales
staff
• several checks of
product
acceptance
(feedback
test customer)
• convince PM of the product
idea
• ensure that “yes” is not a
withdrawal
• support with working on the
draft for a sales concept
(newspaper)
• training for sales staff
• description and handover of
sales presentation
• sales supporting measures
towards the end customer
• feedback for product
improvement
• constant evaluation of
success
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c
u
s
t
o
m
e
r
advantage of strategic sales management
management attention on defined topics
management focuses on innovation
focus of sales staff and technicians (multinational) on the same topics
best practice examples are exchanged within the print group
strategic targets as long-term instructions for managers and employees
strong commitment on operational targets from
technicians and sales staff
sufficient focus on the future
low failure ratio
systematic performance development
sustainable positive results
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THANK YOU!