Tuesday, March 15, 2011

Are you continuously evaluating and morphing your strategic plan?

I found an interesting article, on thedigitalnirvana.com, that I’d like to share with you. Although thedigitalnirvana is mostly about the printing business and industry, there is, of course, a cross-over to the reprographics business and industry.

I’m going to share with you part of the article and then provide a click-on link so you can access the complete article.

This article is good “food for thought”, especially about the concept of evaluating your current (strategic) plan and continuing to “morph” your (strategic) plan as times (and conditions and technology) change.

Business Seems to be Getting Better, But . . .

By Dick Rossman on March 11th, 2011

I asked the owner of a mid-size printing company how his business seemed to be going so far this year. He said “Well, I ended 2010 better than 2009 and we’ve started this year optimistically. The plant seems busier, quotes are up, my salespeople are telling me they’re seeing more action, and I’m even thinking of hiring back some of the people I had to let go a year ago.” Then, I asked him, “other than lay some people off, reduce everyone’s hours, wear more hats yourself and work more than you ever did before, what have you changed in your company that will help you not just survive but grow in the next five years?” For anyone in the same situation as this business owner – I ask you:

Are you still a traditional general commercial offset printer or

Do you have digital printing capability but you’re only printing short run, static work or

Are your customers placing their work with you only via email and telephone?

If you answered yes to any of these questions, your future is in doubt. The world is narrowing for commercial offset printers without a solid focus or niche, for digital printers who aren’t using their equipment for personalized, variable data printing, and for companies who do not realize that their customers want to use an online ordering system to work with them.

One of these decisions should be to develop a plan or a strategy to change the direction of your company. This doesn’t have to be an intimidating, formal process – some of the best ideas can come out of an informal but structured gathering of your key leaders, managers, and/or advisors.

Here’ the link to the complete article:


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