Indispensably Yours

The secret to surviving as an in-plant is to become indispensable.

By Mike Renn

What is your cost per color copy?"

The potential client telephoned looking for a simple answer that would help her decide on a print provider. I couldn't fault her. It would appear that digital copiers have overtaken the printing services business. Everything has been reduced to cost per copy and clicks. Or has it?

"We don't have an off the rack cost per copy. We customize the price to the project," I replied.

In this case, the volume and simplicity of the specifications allowed me to use a less-expensive process than our digital color copier. It gave me the competitive edge that I needed to win the bid and also made the buyer a hero to her employer.

"That's a fraction of the cost I've gotten from others," the new customer declared. "How can you do it this cheap? Never mind. I'll go with it. By the way I have other work I'd like you to quote."

Survival Secret

The secret to surviving as an in-plant printer is simply to become indispensable. Being convenient or even cost effective isn't enough anymore. You want upper management to think long and hard before they issue a pink slip.

Becoming indispensable isn't impossible, but is survival your only goal? Change the paradigm from survive to thrive. Take ownership of your in-plant. Figuratively, turn it upside down and shake it. See what's loose. Recognize the operation's strengths. Tighten up or discard its weaknesses. Honestly access the in-plant's value.

Look to do more for your company. Recognize opportunities. Respond and tailor services to the high-return needs of your company. These are usually the troublesome jobs that a lot of print providers shy away from. They tend to be impossibly time critical and risky. You won't become indispensable waiting for safe print projects that anyone can do.

Know your goals. Customer success should be at the top of the list. This should be the very foundation of your goal structure. When requests come in, you need to be totally on the client's side. Make their life simple. Be convenient. Look to give them what they need and more. Make suggestions that help lower the cost, improve the quality or deliver the request quicker. If you make your clients wildly successful, they will help fulfill your next goal.

Customer loyalty is essential for your in-plant to thrive. Recently, at a seminar someone asked me, "how do I get clients to come back and stay back with the market so competitive?" This was a good question. Anyone can underbid to get a customer in the door the first time. The trick is getting them to return. Consistency is the answer. Never vacillate your service.

Once you've performed great, customers won't settle for anything less. Be prepared. Consistency also applies to pricing. Customers won't stand for pricing that is all over the place. It appears deceptive and unprofessional.

Not that pricing is everything in customer retention. If you differentiate your business from the pack, clients will be less likely to shop for a cut-rate supplier. Remember you are making them wildly successful. You are providing a level of comfort to their otherwise hectic life. Price shopping is time-consuming and stressful. It brings in unknown providers with uncertain results. Always be honest with your clients, hit deadlines and don't make excuses and client retention shouldn't be a problem. The only problem is in referrals. Customers might not want to share you with others.

Consider Insourcing

Convince management to let your in-plant bring in business from the outside. It will help reduce your corporate operating expenses, fill in On Demand printing valleys and create a new revenue stream. If your in-plant goes away, so does the additional income.

Don't be afraid to pound your chest. Modesty doesn't play well for an in-plant. If you are doing a great job, let management know about it. Measure and report on customer satisfaction, revenue earnings, cost recovery and savings. It will help you to justify technology upgrades and reflect your true value to the company/organization. Otherwise, it is like that tree that falls in a forest with no one to hear it.

It you've built a strong foundation, your in-plant will become an indispensable link to strengthening the parent organization that created it.