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What's New in P-O-P: Insights from Industry Veterans

(October 2007) posted on Wed Oct 31, 2007

How have screen-printing operations coped with changes in the market for point-of-purchase graphics? Our discussion with a panel of experts in this field reveals the latest market trends and strategies for remaining competitive as a P-O-P producer.

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By Lori Leaman

You can only fight so many battles at once, so we took a different route. We elected to be different from our competitors by vertically integrating with a display-manufacturing company that had no printing capabilities. We merged, moved out of our respective factories, and consolidated under one roof. Now we have everything it takes to design, print, diecut, thermoform, assemble, and install electronics, if needed. We make the complete display in-house and handle fulfillment as well. The printed substrate comes right out of the press room and goes directly to manufacturing. We have complete control over quality and are not dependent on outside vendors to make our deadlines. The efficiencies of this type of operation allow us to go to market at a very competitive price while maintaining a sufficient profit to sustain growth and reinvest in technology.


Lower prices, faster turnaround times, a lot of pressure to add other value-added processes—particularly fulfillment—and continue to invest in digital technology.


As far as our competition, we have a lot of respect for the people we compete with. They make us work hard every day to make ourselves better.


Good, healthy competition forces you to improve all of your processes, internal and external. Continuous improvement, lean manufacturing, and embracing change and diversification are the thought processes that we have adopted that keep us in a position to support our clients.


SP: Has the profitability of your P-O-P business changed? If so, what corresponding changes have your made or do you intend to make in production or marketing?


Your question implies that our profitability must have gone down somehow. It certainly would have if we had not redefined ourselves as complete manufacturers of displays and made our business model more efficient by design. Through intense training of our staff by leading experts, specifically Nazdar Consulting Services, we were able to achieve higher profits through internal quality control. The key is education, training, and internal efficiency in printing and manufacturing.



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