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17 lines
5.2 KiB
17 lines
5.2 KiB
org.dmia2&B199&PERF2CLE&6.0.0&&&PERF2CLE&&&nsullivan@dmia.org, crush@dmia.org&N.Y.N.N.N.Y.N
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0.1.o.o.o.N.0&PERF2CLE.001&PERF2CLE.002&PERF2CLE.003&PERF2CLE.004&PERF2CLE.005&PERF2CLE.006&PERF2CLE.007&PERF2CLE.008&PERF2CLE.009&PERF2CLE.010&PERF2CLE.011&PERF2CLE.012&PERF2CLE.013&PERF2CLE.014&PERF2CLE.015&PERF2CLE.016&PERF2CLE.017&PERF2CLE.018&PERF2CLE.019&PERF2CLE.020&PERF2CLE.021&PERF2CLE.022&PERF2CLE.023&PERF2CLE.024&PERF2CLE.025&PERF2CLE.026
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&?0=0?1=0::undefined.0:1:1:0&Y::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&::undefined.0:1:1:0&?0=0?1=0?2=0?3=0::undefined.0:1:1:0&N::undefined.0:1:1:0
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&?0?xxx::&&Not sure I understand the question. We want to eliminate printed inventory held over 12 months. We want to eliminate printing business forms in bulk that can be converted to print-on-demand or made eforms with e-signatures.::&We have a full internal capacity from the design to pre-production stage for complex color marketing colateral, signage and Web page presentations. Several design and form tools are used. Web developement and use is the largest growth area within our marketing and design areas.::&Color production equipment now allows shorter runs at higher quality. Variable data elements are being used more to add personalization and target value to products. We use longer runs for background / base plates and customize shorter runs.::&4-Color brochures, folders, inserts.
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<BR>4-color binders, increased use of CD / DVD for training material in place of printed material.
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<BR>Still buy some continuous form and letterhead paper.::&4-Color high-end marketing pieces. Both from the design phase and from a quality control with printers. All of this class of printing is outsourced. ::&We have a print program vendor to source some through but we retain supplier selection rights. We balance cost against supplier ability to keep quality consistant during a run. A suppliers performance history and williness to upgrade equipment all influences a constantly changing base.::&A change in company logo will force reprint of many basic items like letterhead / envelopes. In addition, space needs will reduce in-house print shop presses and drive more to outsource. We want to have less in-house storage of print products and distribution / filfillment activity.::&Always looking for new concepts for training materials for sales force and for recruiting new employees / sales force. We will also like to improve communication to policy owners through better billing inserts. ::&Consistency! Different suppliers establish themselves in either product or run size. They need to be reliable within the catagory. They need to add value by consulting with us on complex die cuts or designs. And they need to ahve strong quality standards to re-run a bad job.::&Folding, coating, die cuts, insert assembly. Add to this ability to do both on-line digital and production press proofing.::&Have good detailed bid reply forms that shows all costs and production steps. Make suggestions where the design causes quality problems. Have representatives who are knowledgeable about print. Have good back end accounting systems that have flexible options on payables and accurate invoices.::&Can the vendor meet the deadline?
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<BR>Can the vendor meet the quality / cost proposition?
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<BR>How do we manage the product after it is printed?::&Meet promissed deadlines.
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<BR>Meets or exceeds the quality specifications.::&Make excusses about why either they or the product fell short of expectations. Printing is not a perfect science but there are standard variences that should not be exceeded.::&About 25 but more like 8 primary.::&Definitly for quality issues. We do bid individual jobs that may cause rotation but we will drop a vendor with poor quality.::&Thought this was the last question?::&Somtimes a die or custom product may reside with a supplier that hooks you. Additional services - like fulfillment - may influence choice. A general trend to consolidate vendors may keep us with key suppliers.::&Dont bid on a job if it doest fit their presses or competency. In other words, dont do it if you cannt do it with excellence. Print margins with good customers should be lower to support long-term relationships.::&We have inventory control for reorder notices that prompts approval / review of products. Sent to owner department and then to our forms mgmt area. Departments can initiate new product through the forms mgmt area. Purchasing executes orders for non-program printing.::&Better communication to understand marketing and sales goals. Migrate from just selling print to consulting and add ideas / value. Supplies need involvement early in major campaigns and designs.::&We do not do a lot of direct mail / contact marketing since we are a fraternal and our sales model is face-to-face. ::&?xxx?1?xxx?xxx::&::
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Not Scored by Definition
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