Table of Contents
Joseph P. Truncale, PhD, NAPL President and CEO
Introduction: Why Revisit the Graphic Arts CEO?
A tsunami has reshaped our industry. Youâve got to make fundamental changesÂ in the way you do business.
1. Getting Your Company Safely from Here to There
While youâre making changes, youâve got to generate profits from yourÂ existing business. It takes longer than you think. Donât run out of money orÂ time.
2. Success Starts with the CEO
CEOs are the single thing separating top-performing companies from the rest.Â All the other differences are merely details
3. The Industry Environment
Donât depend on an improving economy. The changes in our industry areÂ permanent. An upturn in the economy wonât change things much.
4. Traits of Top-Performing CEOs
Top-performing CEOs maintain their relentless focus on their top priorities.Â There are a small number of other differences, but not many.
5. The Industry’s Economics
The economics of our industry are relentless. Itâs not a pretty picture, and theÂ facts are even worse.
6. Your Company’s Economics
Whatever you call your business, youâve got to be busy most of the time to earnÂ any profits. And oh yes, plant productivity matters a great deal too.
7. Becoming More Than a printer — Or Not
No one knows your options better than you do. So be careful whom you listenÂ to. You donât need to find the Holy Grail. Just pay attention to the right things.
8. Tough Times are Good Times for Mergers
You donât have to build new sales and new capabilities from the ground up.Â You can build from the outside too. Mergers are a practical tool to consider.
9. Printers are No Fun to Do Business With
Customers think printers are hard to do business with. Why do things have toÂ be so difficult?
10. Catch Up with the Rest of the World
Itâs time for printers to start acting more like other businesses. The old excusesÂ wonât work. Every job is different? So what! Your customers donât care.
11. A Different View of Being Competitive
Your real product isnât printing. Itâs your customersâ experience in dealingÂ with you. You need to focus on improving that experience right away.
12. Becoming Easy to Do Business With
Improving your customersâ experience starts with becoming easy to doÂ business with. It will change your entire way of thinking about your business.
13. Your Managerial Style
Every CEO has a personal style. Develop a personal style that fits you, andÂ stick to it.
14. Choosing Your Managerial Approach
Everything starts with asking: âWhat do we need to change to become moreÂ successful, and what stands in the way? Whatâs working and whatâs not?â.
15. Building Your Managerial Plan
Take the Goldilocks approach: you donât need too much of a plan and not tooÂ little either. Somewhere in between is just right.
16. Your Employees
Superior companies have superior employees. Are you proud of yourÂ employees?
17. Working with Your Managers
Develop your own way of working with your managers. It starts with makingÂ sure that everyone understands the performance requirements.
18. Managing with Information
Thereâs not much margin for error in printing. Thatâs why you need useful andÂ timely information on whatâs going on.
19. Getting What You Need from Your CFO
Youâre the CFOâs most important customer. If youâre not getting what youÂ need, itâs time to do something about it.
20. Financial Statements
As CEO, youâre the most important user of the financial statements. Why notÂ get the information you need?
21. Getting Sales Results
Sales is the single area that separates the most successful companies from theÂ rest. Itâs time for you to focus on getting the sales results you need.
22. Working with Your Sales Manager
Your sales manager canât be a substitute for your involvement in the sellingÂ effort, nor an obstacle. Youâve got to find an effective way to work together.
23. Finding the Right Salespeople
New kinds of sales require new kinds of salespeople. Itâs time to thinkÂ differently about finding the right salespeople.
24. Dealing with your salespeople: Getting off to a good start
Help your salespeople to understand what kind of work youâre really lookingÂ for. Set performance expectations, and show them what success looks like.
25. Building a real relationship with your salespeople
Your salespeople are your most important employees. Isnât it time to stopÂ treating them as if theyâre independent contractors?
26. Higher-Level Selling, Higher-Level Skills
New kinds of business require new approaches and new skills. Are yourÂ salespeople equipped to take a new approach?
27. Firing Salespeople
Most CEOs wait far too long to fire non-performing salespeople. You can fireÂ them, keep their business and get more from their accounts.
28. Getting Manufacturing Results
Printing quality is much easier to achieve. Itâs time for you to focus moreÂ closely on improving productivity and increasing processing speed.
29. Working with Your Plant Manager
No CEO is completely happy with their plant manager. Change that condition,Â by working more closely together on improving plant performance.
30. Making More Improvements
Improved performance starts with improved processes. Stop improvising andÂ look for better ways to do things. It will feel strange, but youâll like the results.
31. Earning More from the Business You’ve Got
Keep more of your value-added in-house, and be careful not to give away yourÂ productivity improvements â at least not by accident.
Postscript: Freedom from POOPP
Stop being a prisoner of other peopleâs priorities. Itâs time to do the thingsÂ your company needs you to do.