Different commercial printing operations have different equipment and different personnel. No two suppliers generate the same “value-added” or “profit numbers” -- serving the same customer markets. It is partly from this analysis that a company can begin to purposefully select its market differentiation.

Is this unique moment in time just another shiny object? Organizational focus, sense of purpose, cohesion, and discipline are critical. At the start of almost every race, those best prepared take the lead.

Many Commercial Printers see the potential but don’t have the resources in place to create the “connectivity” with their “ready to move” customers. Do you have one just one supplier who can provide support elements for growing your business?

Effective Leadership does not hide behind social smokescreens. There’s a mindset that says effort and resources required for mediocrity even failure tends to be no less than that which is required for success.

How much-needed improvement can you probably develop using your organization's current talent? Where do you go for excellent suggestions and critical discussions for improving your organization's direction and performance?

For years, we've advised clients to try to never have only one bank. It almost always works better for the banking customer to have two supporting banks. Several clients experienced the wisdom of that advice when their "primary bank" told them their "PPP Quota" was already filled, and "We’re so sorry."

On April 1st, Nelson Ho, President of NEJC Corp left his family and our great industry. He worked for some time as an associate with Ray Prince, who was heard to remark, “Nelson was the only Consultant at GATF who billed out more than me in a year.” We do not have enough Nelson Hos. He will be missed.

One of my Objectives: I want to create reasons for my Target Buyer to almost always want a Quote from me and my organization that we can win. I want to distinguish, to differentiate my organization and me as the Preferred Supplier to my Target Buyer(s) through my Quote Letters.

When we document in our customer profile what a buyer: (a) can’t get other suppliers to do, (b) can’t get other suppliers to follow, (c) never seems to receive more than the minimum of information, and then only when requested, we’ve uncovered a “mother-load” of opportunity.

“How am I supposed to pass on the price increases we’re receiving to our customers'?” I’ve heard words to that effect several times over the last several weeks. Disruptive changes create opportunities for those with courage and integrity.