What is the optimal reporting structure for an in-plant? To determine this, several strategic questions need to be addressed, such as whether the in-plant manages the fleet or handles print procurement.
In-Plant Strategies
Barbara Pellow is the owner and founder of Pellow and Partners. With her long history focusing on digital communications and print technology, she works with both print service providers and equipment and software manufacturers on the development of strategies to improve revenue and profitability and grow market share.
Ray Konecsni is director of Client Services at the University of Regina in Regina, Saskatchewan, Canada. He was formerly the manager of Printing Services, which is a member of the PRINTING United Alliance. In his role, he is responsible for IT support center operations, desktop workstation support, technology training center, audio-visual, photography, distributed printing, and Printing Services as well as the business relationship management program for Information Services. He has worked at the University of Regina since 2003.
The current economy can be viewed as a threat or an opportunity. For in-plants that have made the right investments, the economy has opened the door to some new and exciting opportunities.
You need to proactively and succinctly communicate the value that the in-plant is delivering to the organization in terms that all levels of management will understand.
Digital technologies and demands from users are forcing in-plants to adjust their service portfolios. Today’s market is all about adding value to the overall communications process.
In a difficult economic climate, organizations are seeking to improve business metrics by outsourcing operations that are not directly related to their core products.
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