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Jos Bastiaans, director of Netherlands-based textile print specialist Print Unlimited, has been involved in digital textile printing since it was merely an idea. He worked as a development and software engineer at Océ Netherlands before joining Stork, where he was part of team that developed the first inkjet plotter for textiles back in 1989. During the 1990s Stork set up a commission printing operation, which in 1999 became Print Unlimited. When this operation was hived off in a management buyout at the end of 2003, Bastiaans led the executive team responsible. And there he’s been ever since, so what he doesn’t know about textile printing isn’t worth knowing! Here are his thoughts…

 

Phil Thompson, head of BPIF Business, looks at health and safety compliance.

Results from recent research show that health and safety is the third biggest source of small firms' compliance expenditure, after tax matters and employment law. But the real cost is not just financial; at seven hours a month it is the second largest consumer of time after employment law. And companies are now spending more on external specialists to help them cope.

Consultant Matthew Parker provides his top tips on how to retain valuable customers and build business on the back of their loyalty. 

Then hear what Jacky Hobson has to say about it. As a professional marketer with both client- and agency-side experience, she has worked as a marketing consultant almost wholly in the print space since 2002, so she knows what she’s talking about with these top tips.

 

Fespa UK Association dates back to 1934 when it was formed as the Display Producers and Screen Printers Association. It has since undergone various name changes, officially appearing in its current guise in January 2012. It represents the interests of screen and digital wide-format print service providers, industrial and specialist printers, the objective being toinspire best practice and ultimately help guide businesses to a profitable and successful future. Mark Simpson has been the association’s president since 2010, so asked him how it is living up to its remit.

Phil Thompson, head of BPIF Business, looks at the downside of social media and the protocols you should have in place in terms of staff involvement.

Use of Facebook, Twitter and other social media sites have increased with astonishing speed. Companies are realising the benefits of being involved with these innovative routes to market, however, often they have been slow to appreciate and put in place processes and procedures to diminish the negative affects on the business. As such, the use of social medial by employees is becoming and increasing problem for employers.  Specific protocols are necessary to manage issues that can arise.

There are almost as many theories about how to run a company as there are companies. These theories go in and out of fashion so often because management is actually incredibly situation specific. A stroke of genius in one context can be a strategic blunder in another. That’s why many business leaders don’t read tomes on management theory, they devour biographies (often of Napoleon), newspapers (Warren Buffett still reads the Wall Street Journal from cover to cover everyday) and ask questions.

Are you one? You should be if you want to lead your company through difficult times. Marcus Timson of FM explains the hows and whys with these top tips.

 

Founded in 1985, Fastsigns now has over 540 centres across eight countries and for the second year running it has been certified as a World-Class Franchise by the Franchise Research Institute. So what makes the network so successful – and should you have a place within it? Here UK MD Garth Allison talks about the organisation’s structure and strategy for continued growth.

Phil Thompson, head of BPIF Business, looks at the best ways to get the best out of your staff.

As both competition and consolidation increase, organisations are focusing on employee contribution, motivation and behaviour, which will in turn have a significant impact on competitive advantage and business success.

Seven out of ten Brits, according to one of those endless surveys someone somewhere is always churning out, spend more than a minute on hold when calling a business. While they are being held against their will, they are often subjected to a blast of hideously inappropriate music: Tina Turner’s Simply The Best is an enduring favourite. Some firms – notably Virgin Media – let you choose the kind of music you have to listen to. That sounds helpful but it does raise the question: how long does this company expect to hang on?

Greenhouse Graphics ( http://www.greenhousegraphics.co.uk/ ) has gone on better, replacing the strains of over-familiar music with targeted, relevant messages that let listeners know about current promotions, product offerings and why the company – one of a few communications agencies to gain EMAS accreditation – is so darn green. The company is working with PH Media which provides what it calls audio-branding services to 11,000 clients.

 

Meditate in my direction. That was the intriguing invitation Olivia Newton John’s Sandy made to John Travolta’s Danny in the movie Grease back in 1978. Despite the Aussie popstrel’s allure, meditation has never really been sexy – especially in the workplace. Yet Matthew May, founder of the LA ideas agency Edit Innovation, has suggested that one of the keys to innovation is: “A quiet mind, severed for a time from the problem at hand.”

Before you dismiss this as yet another example of faddish, New Age, nonsense, consider that the leaders of such lacklustre businesses as 3M, Bloomberg, Ford, General Electric, Monsanto, Oracle and Shell all meditate. Medtronic, the $15bn business that is now the world’s largest medical technology group, even sets aside a company conference room for staff to take mental breaks. Albert Einstein and Steve Jobs were keen meditators too.

Any printing company that encourages staff to meditate during office hours will, in the current economic climate and with the managerial conservatism that typifies the industry, face a certain amount of ridicule. Yet 2,000 Shell employees have learned to meditate under a program launched by an entrepreneur called Mandar Apte. One of his maxims is: “Silence is the mother of all creativity.”

Let’s be honest: the average British print firm is about as good at marketing as the British banks were at risk assessment in 2007. If any managing director needed a simple reminder of what they’re probably doing wrong ­– and could so easily do right ­– they could do worse than read Jacky Hobson’s blog on FESPA ( http://www.fespa.com/news/blogs/jacky-hobson-biography-blog-profile-up-marketing-print-industry-publications/taking-notice-personal-sales-marketing-demonstrate-engage-future-business-opportunities.html ). The central flaw, Hobson suggests, is that printers are still far too likely to spend most of their time talking about themselves – and the technical specifications of their equipment – rather than the client and how they can help them. And, given what they do for a living, there really is no excuse for companies that market themselves with printed products that are anything less than beautiful. 

 

You may be able to spell strategy but do you know what it means? Most business leaders believe they have a strategy but ask them to define it – or to quantify its success – and you are often greeted with the same old blah blah about being the best in class, investing in quality, having the lowest costs, or – worst of all – living deep within our markets.

If you’re keen to clarify your strategy, you could do worse than read Cynthia Montgomery’s The Strategist: Be The Leader Your Business Needs (http://www.amazon.co.uk/Strategist-Leader-Your-Business-Needs/dp/0007426674 ). She is the Timken Professor of Business Administration at Harvard Business School and has watched and influenced the debate on corporate strategy that has raged for decades in America. For Montgomery, a true strategic leader is “someone who engages in a conversation about the purpose of that company”. The company’s performance is driven by the quality of that conversation and the way it shapes business decisions.

Montgomery has taught many managers at varying stages of their career and from companies of all sizes. Her students are asked to devise strategies that are critiqued by the class. She remembers one particular business leader from Venezuela who attended many of the sessions and always ask: “What are you doing that’s really distinctive?” Montgomery often asked the same question in a slightly different way: “Help me understand why your business really matters.”

Either way, the answer to that question could improve a company’s strategy – especially if, Montgomery suggests, they are answered not by a CEO working on gut instinct, or coming up with the same old “blah, blah, blah” after a nanosecond’s consideration but after a series of in-depth conversations with senior managers in which the ideas are tested against a variety of situations.

This might all sound too much hassle but it could transform your business. A very experienced non-executive director said whenever he was invited to join the board of a new company, he would visit their head office. What swayed his decision wasn’t the presentations, the profit and loss or the boss’s charisma, it was how the senior executives answered the same question: “What is your strategy?” The more inconsistent the answers, the less likely he was to rate the business. 

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