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Indeed, massive effects of the structural change in the agency and media market were caused by new communication technologies. Not “advertisement in media” provides the desired efficiency, effectiveness and sustainability, but “Communication with system”. This keeps the dialogue with employees, partners, suppliers, customers, and interested parties going on all levels — through a new communication structure based on intermedia communication systems.

The most important perceptions that can be derived are:

  1. “Surgery successful, patient dead!”: Communication models and strategies based on “advertisement in media” are not only expensive, but ruinous in the long run.
  2. “The new media economy”: Thought-through investments in communication with a system pay off, as they are widely used and are therefore more profitable, sustainable, and more successful.
  3. “Analogous and digital as a team”: The future is not in the online communication, but in new, intermedial structured communication architectures that are closest to us as people, because dialogues are possible at any time.

In the following the possibilities of innovations and their economic relevance are the centre of contemplations.

Communication as an economic sector?

During the last years the role and the significance of the term ”Communication economy” has become increasingly the focus of attention. Even politics and parties have discovered this field for themselves. What is behind it?

Communication economy first of all summarises service providers (agencies) and media producers (publishing houses, broadcasters) followed by cultural or artistic organisations or single people to a lesser part. The so-called communication economy however does not pose to be a homogeneous branch, as the individual members or players are too heterogeneous and pursue interests that differ too greatly. In addition, one would have to expand this “branch” by printing houses/media production service providers, so-called internet companies, E-commerce providers, technology developers, advertisement position marketers up to telephone providers, etc. Meaning all those that offer products or services which enable communication. Thus, it seems much more profitable not to perceive communication in an isolated manner, but as a main economic factor for all of us. Everybody who distributes offers, no matter which kind, is at the same time a communication company, or must realise comprehensive communication tasks. This was more difficult in the past than it is today. Because in order to operate communication with media, many expert tools were necessary that needed to be elaborately operated. High investments in devices, training, care, and development were necessary. Today, hardly any expert knowledge is necessary, as Smart Technologies are self-explaining and easy to use.

The old world (up to the 20th Century): 

Monopolistic, advertising budget-centred business models

Specialists for media communication were active in the beginning of the industry era: Printers at first, which were also publishing houses in personal union (these tasks were separated in the course of time), in the second step the specialists for advertisement joined, who took over the sales promotion. Every fraction was assigned specific tasks and specialised, monopolistically characterised business models were developed that show the following core characteristics:

Business models from the “Old world”:

  1. Agencies are in debt of advertisers and media companies to create advertising messages that act as mediator between offer and demand.
  2. Media producers process data according to the specifications of the agencies, format them for specific transmission channels (print, TV, radio, etc.).
  3. Media companies create content, distribute it, and refinance this effort mostly over advertisement proceeds.

Grave errors in the system lead to communication management similar to centrally planned economy

The income flows for agencies, media companies, and producers were ample, the profits were extremely high in the low to medium two-digit range, financed by an economy that had learned that success could be purchased over advertisement. Top-brands with top advertising budgets basically acted as monopolists on their part, as they were able to afford something that was not possible for others. The need of administration effort increased according to the increase of advertisement spendings. Marketing, market research, procurement/controlling, brand leader consultants etc. experienced a boom. The advertisement and sales promotion departments were shut down and blown up again in new form to micro cosmos-like marketing communication departments that organised themselves not only by task areas but by communication and media channels. In order to have this run smoothly, the brand responsibilities and the marketing service tasks were preferably joined with the sales. The consequences were and are fatal.

The majority of the real-life examples have in common that marketing, sales, and communication do not harmonise, respectively the tasks and possibilities of communication are not recognised and used. Communication became a high-cost, rigid administrative task.

This is also mostly because the company managers do not care for the communication to full extent and according to their responsibility, but only are for partial areas like public relations or finance communication. Everything else is delegated (internally as well as externally), with budget specifications that are supervised by controlling and/or procurements without possessing holistic evaluation options for controlling, optimisation, or success measurement. The evaluation of the communication success relates to single disciplines (like direct mailings, advertisement placing in print, TV, or in the online sector) and is based on conventions and currencies that media and media agencies agree on.

But examples also show that agencies and media producers do not carry the sole culpability of a bureaucratised communication practice with the likelihood of a planned economy. The companies themselves are contributors of the misery, because they rate communication as a necessary evil in the sense of an obligation, or, drastically worded, as appendix of the marketing intestines. Accordingly, no strategically relevant decisions can be made to make innovations and resulting new patterns of action reality.

 

 

The era of success of “Advertisement with media” undergoing resolution cultivated the thinking: The brand makes the communication. The necessary new thinking now turns this around: The communication makes the brand! As depicted, the pressure on the companies increases to act loss-free and above all profitable with their communication activities.

This is only possible if three basic principles are internalised:

1. Communication is matter of the top-manager.

2. Communication must always be valuable.

3. Communication profits from digital competence.

The contemporary communication specialist knowledge in marketing and in the management levels of the companies is not very distinct. [The author of this communication compendium has experience as college lecturer that communication designers nor marketing experts and business economists are taught about contemporary communication innovations in their studies.]. For decades one has regarded the “Advertisement in media” ultimate ratio in research and teaching and has required a standardised repertoire of communication tools. The consequences of digitalisation and the usage of Smart Communication could therefore not be correctly evaluated. Proof of Concept: The Internet was taken in as advertisement medium the minute the number of users exploded. Billions were spent by placing mounds of so-called display advertisement in form of banners, pop-ups etc. The incentive: Online advertisement was said to be cheaper than advertisement in print and TV.

However: The effect of online display advertisement was and is marginal. The lacking understanding and wrong evolution of the Internet and World Wide Web becomes a perversion and certifies the pure greed of the marketers and agencies for new income flows. Methods were advertised and asserted for the online advertisement on parts of the marketers, who are subsidiary of the established media houses, together with the media agencies, that are part of the leading agency holding, that consciously blend out the superiority and chances of the Smart Communication via web, by transferring the standards for TV and print advertisement more or less one to one, in order to be able to sell and bill placement of online advertisement. This results in three negative aspects:

1. Advertisers are misled.

2. The communication culture in the web is damaged by harassing advertisement.

3. Innovation opportunities are underutilized.

The current situation depicts the following image: 

  • Nearly 100 % of the workplaces/offices and over 80 % of the households in the leading economic nations possesses an Internet access.
  • People of all age groups use digital communication media extensively — for telephony, self management, online communication, video, photography, listening to music, speech memos, shopping, entertainment, reading a book, etc. up to the own creation of print products via linked digital printing.
  • The number of the mobile Internet-access devices is exploding.
  • “Being digital” depicts the normal situation of the most people at home and at the office. The digitalisation of communication, entertainment, and commerce based on Smart Technologies is comprehended and valued by most people as new culture technology, which offers fun and versatile interaction opportunities next to the numerous advantages.
  • Drivers of the “Digital Lifestyle” are companies and organisations (like e.g. Apple or Wikimedia Foundation), who have established innovative business models and processes with high communication technology competence in the last 10 to 15 years.

The last mentioned however in sum only provide a tiny small part of the entirety of the companies and organisations. Meaning: The majority of the providers is behind in the already existing opportunities, and must urgently freshen up its communication competence and improve it significantly. But this has not happened yet. Instead, everything is continued as before by relocating budgets or provided additional budgets, in so far this can be afforded. One tries to avoid tackling the most important task, to amend the brand name and product communication and not only perform cosmetics, or one relies on alibi-measures.

Conclusion

There is no way that uncontrolled and not very thought-through multi channel and multi dimensional communication leads to an increase of the quality and attractiveness of the content, but rather to flattening and confusion. In the end the consequence is growing dissatisfaction of the purchaser/consumers that miss lacking originality or creativity, do not feel taken seriously anymore and even hunted or at least pursued. Further consequences are:

  1. The rejection towards the traditional push-advertisement and media work is growing, because one feels increasingly harassed.
  2. The public résumé of the advertising businesses and the journalists looses greatly.
  3. The “victims” — we as purchasers, consumers, readers, users, etc. — keep our eyes open for new things respectively for alternatives in order to be able to become independent. Among other things, this explains the rapid success of social media projects.

Andreas Weber had a great interview with Mark Lawn, European Marketing Director, Professional Print Solutions, Canon Europe. It dates from end of 2011, but is still valid.

Andreas Weber: The printing industry is in a deep and ongoing crisis (affected as well by the bad economic situation).  What in your opinion are the opportunities for a turn-around?

Mark Lawn: The European graphic arts market remains a challenging environment for printing companies, whose key priorities should be to manage costs and cash and to automate technology for efficiency gains.  Nevertheless, I still see business opportunities for those companies that are also prepared to adopt a more entrepreneurial approach to new business.  In the same way that Canon looks to inspire and support our customers to make a leap to new areas of business they may not have previously considered,  senior management teams need to demonstrate strong business leadership and to have a vision for their company’s future growth, particularly through the addition of new services.  For example, for those companies that are redefining their businesses as ‘marketing communications’ service providers rather than ‘print’ service providers, the increasing adoption of a ‘multimedia’ or ‘crossmedia’ approach to content delivery for companies’ integrated marketing campaigns is proving to be a great opportunity.

Companies need to clarify exactly who they are going to target, how they are going to differentiate themselves and how they are going to add value. They should review their business plan to ensure it’s still in line with the development of their business. And if they don’t have a business plan, they need to write one.  It doesn’t have to be a complex document, but it should cover where the business is now, where the owners want to take it, how they are going to take it there and what they need to take it there.

I’d also urge printers to read the ten-point action plan that Professor Frank Romano laid out in the Canon Insight Report, The Redefinition of the Digital Printer, which was published last year.  One action he recommends is to “challenge the status quo” by investigating each print job for opportunities to add value. For example, a targeted direct mail piece may only partially be a printing job; it will also include database services, personalised URL and Internet services, and mailing services—three new areas for revenue enhancement.

Andreas Weber: Do you realize a gap between the excellent shape of print as an innovative media technology and the service level of the printing industry in general? Because most of the printers miss the possibility to make profit anymore.

I am wondering, how the innovation level and speed driven by a company like Canon could be covered by printers/Canon customers. Canon is offering ideal (state-of-the-art) solutions to make Print as Medium powerful and modern.  But coming down to the printer’s world, there seems to be an “innovation speed slow-down”…

Example: Two years ago Canon was pushing web-to-print. And Canon did that survey figuring out that most of the European printers don’t deal with web-to-print as line extension of their business model (and by the way: today, two years later we have still the same situation!).

Do we have a communication problem between printers and print buyers?  Are DMO-regions/countries in a better position than mature markets like Western Europe? Is there another innovation spirit in developing countries?

Mark Lawn: In relation to the life of the printing industry as a whole, digital printing has existed for a very short time.  Nevertheless, it’s clear that once an industry has been impacted by digital technology (e.g. photography) and the rapid pace of innovation it enables, it can be difficult to keep up with technological developments and the opportunities they create.  Acknowledging our responsibility to support our customers as much as we can, we’ve sought their views through a number of surveys.   Responding to their input, we have then developed a number of value-added services — Canon’s Insight Reports, our Essential Business Builder Program and our customer magazine, Think Digital — to try to ensure that our customers are as informed as they can be about industry trends and technologies, are aware of best practices, and are inspired to consider new directions in which to take their business.

If we take the example of web-to-print, potential users should always evaluate it properly to ensure that it is right for their business.  If it is only used as a delivery mechanism, its adoption is less likely to be successful.  If, however, it is fully integrated into the business, the technology can offer a wealth of opportunities to those print businesses looking for ways to add value to the print services that they offer their customers,

Andreas Weber: From your point of view: what are the key issues to successfully re-position print as a medium in cross-media scenarios?  Beyond technical aspects?

Means: What is the strength of print in the digital age related to the needs of corporate communication demands (by which is meant all the communication activities of a company: push and pull, internally and externally, including marketing communication, advertising, social media and crossmedia)?  A special focus is shareholder and financial community communication

Mark Lawn: I think that we need to continue to strongly promote print as a fundamental part of any cross media scenario – if print is omitted from the mix, the impact is likely to be less successful.  As the only medium to reach all five senses, print remains the most powerful and ideally complements the likes of online communications and telemarketing.  In fact, in the case of direct mail, research by the UK’s Direct Marketing Association shows that print’s effectiveness is growing: open rates for printed DM have increased from 88% to 91% since 2006, whereas email acquisition open rates have fallen from 21% to 11% since 2007.

Online media better meets a requirement for fast, direct information, but where a company needs to communicate a mass of information and complex messages, an appealing, well produced, printed document (e.g. a company’s annual report) is the superior vehicle and is likely to hold the reader’s attention for longer than its digital equivalent. Nevertheless, it’s also clear that, by taking a multi-channel approach that includes print, an organisation’s corporate communications will be more compelling and produce a higher response than by using any one medium on its own.

[German version published in Value Journal, autumn/winter 2011,
and Value iPad App, preview and download for free on Apple iTunes]

Watch as well the video conversation.
(Andreas Weber interviewing Mark Lawn)

 

“Communication with a system” is designed and realized like a cybernetic model.

The “Value Eco-System” describes a new model for business communication and enables the examination of all existing and new graphic communications measures and activities, and, insofar adequate, to adapt them or integrate them as they are. The quality and effectiveness of the communication work is dependent on the level of the ability for communication of the companies and their employees.

Thus, four of the six system areas of the Value Eco-System are to be designed to evaluate own abilities and to improve them (ValueAudit), to conduct training over the access to basic knowledge and Best Practice-examples (ValueAcademy), and to conduct the finding of relevant communication innovations systematically (ValueScouting). The knowledge management and the knowledge mediation for valuable communication are decisive (ValueCoaching) and no longer only the available means and resources for communication campaigns, which are organised by external providers of ideas and media platform operators. It is decisive to mediate content over own, controlled intermedial communication systems (ValueMedia) and to enable market interactions linked on this basis (ValueNetwork, ValueCommunities).

 

 

The “Value Eco-System” unfolds its full effect if the organisational requirements drafted below innovate the conventional, organisational structure and enable a strategic new orientation.  Under the top committees of an enterprise (partners/shareholders, supervisory board, management/board), two main departments are formed next to the financial department that are directly subordinate to the manager/chairman of the management or the board/chairman of the board:

• The Business Operations Management (Research and Development, marketing, sales, HR, production, service etc.)

• The Business Communications Management (Communication analysis and strategy, brand reception control, Public Relations, CRM, sales/turnover support, fairs etc.)

The Value Eco-System assumes a function of being a point of intersection that is used and “fed” by both main departments. It can be organised and created such that the necessary communication and interaction processes run automatically and can be flexibly adapted or optimised through the communication project management. It becomes decisive to be able to watch, evaluate and control all activities in real-time over a communication cockpit. The cockpit must allow highest possible transparency, as the management committees must be able to call up an up to date and true status about success or deficits in the graphic communications work at all times.

How can communicative ability be evaluated?

The analysis and evaluation of the communicative ability of an enterprise is a basic requirement for “Graphic communications with a system” in order to enable valuable communication. So far, this is not done in practice. Much more, objects of testing and analysis are which communication measures in image/brand build up and care and in sales and turnover promoting campaign provide what kind of effects. For every communication channel there are own, specifically designed evaluation criteria. Due to current research results, we also know that special advertisement forms, “Special Effects” or Crossmedia-campaigns in the so-called “marketing communication” are always more successful, but also always cost more [cf. among others Dr. Peter Haller, GfK: “Building Best Brands”, Munich 2009]. The demand for the best possible effect of specific communication measures however does still not answer that for the quality of the communicative ability of a company.

Completely other factors and influences are to be evaluated here, which exceed the range of the classic advertisement research or “Media-Audits” by far. The value of the communication must take place through systematic research, continuous qualities monitoring and the central control of the business communication. Within the Value Eco-System, this is done through the “ValueAudit”. A questionnaire is used at first via “ValueCheck” that contains eight topic areas with up to 25 questions each that are answered in a “Yes-or-No-statement”-rhythm. The results are displayed in a “Value Score Index” that includes a maximum of one hundred achievable points. The questioning is conducted by the Value-Auditor with decision-makers in the company. The evaluation supplies conclusive, concrete criteria for the improvement and innovation options of the organisation and structures, the communication architecture, the communication processes, the communication channels and means.

 

 

In ValueProfile-workshops the results can be presented, discussed, and realized in recommendations for action including a roadmap. On this basis, an integrated evaluation of the communication ability is possible; regular updates allow improvements.  It is useful to expand the ValueAudits to branches and economic areas, in order to be able to critically examine and optimise the own abilities over benchmark comparisons. The strategic analysis is done via ValueCheck and ValueProfile, which supplies the design of a new communication architecture as a result. The performance of the communication architecture is dependant on the quality of the ValueScouting, which means the finding of adequate, relevant communication innovations that are continuously illustratable in the ValueAcademy based on Knowledge Transfer with Best-Practice-evaluations. The finding, the selection and the implementation of communication innovations must be understood as an iterative process that can be evaluated for its value and effect through the ValueAudits and be optimised anytime.

Just think about it…

Enterprises that want to profit from valuable graphic communications and are based on a new communication model, Value Eco-Systems, significantly increase the communicative ability on the one hand, and increase the unlimited usage of relevant communication technology innovations on the other. The new possibilities for action and instructions are drafted in the scheme “Communication with a system”. It is based on organising the entire business communication through dynamic push- & pull-mechanisms that are not only limited to the interaction with customers, interested parties or partners through campaigns. All external and internal resources are integrated. This also mainly includes the technology development and the media production service.

“Communication with a system” strictly speaking no longer has a beginning and an end. Therefore, we need to forget previous conceptions of how we plan traditional communication campaigns. “Communication with a system” does however, by all means, have a starting point: The development of a communication architecture specifically and individually planned for the respective enterprise. Just as the architect designs a plan for a construction, a plan for the entire business communication must be developed that is previously analysed and evaluated via the ValueAudits. In the team the architecture plan is then realized together with the adequate partners. Technology development then has the chance of not only designing innovative technology outgoing from the ivory tower perspective, but dealing with specific requirements of the enterprises. For example, in information technology, as well as in plant construction, this procedure is common already. In communication however, it is not. If technology developers and economy establish a permanent, trusting cooperation, both sides benefit. The same is applicable to the selection of the adequate innovative communication solutions that are realized through “Digital Media Producers”. It is conceivable that creative agencies focus less on the idea development for campaigns in media; they must dedicate themselves to the creative design of innovative, digital communication solutions. Media production service providers become allrounders that join founded technology knowledge with contemporary communication know-how and facilitate the usage of complex technology solutions.

To make this possible, media production service providers must re-define their relationship towards technology developers. Because it can no longer be expected that the technology supplier must explain to the Digital Media Producer as purchaser of production means how to develop new markets and areas of application with innovative communication technologies. This has not ever worked in the past, and will all the more not be possible in the future, because the speed in technology development is constantly increasing.

Enterprises find themselves challenged to control this new cooperation of all involved parties and to keep it going in order to achieve the ideal level of usage. The more comprehensive this task is realized with internal or also external resources, the better the effectiveness of the communication can be measured and evaluated. The existing measurement tools like Balanced Scorecards are no longer sufficient. New systems are needed that join all communication plans and measure automatically with the realization of all communication projects. The principle that needs to be followed is familiar from the finance-IT-solution world — through providers like e.g. SAP or Oracle. These solutions cannot be simply transferred from the finance and controlling world in to the world of communication. Until now, no provider was able to develop adequate concepts, as the special communication knowledge and the knowledge of contemporary communication processes is lacking. However, first approaches can be recognized that arose from the software marketing for dialogue marketing reps. from the digital production management for advertising means. Via webportals that are accessed per Internet browser not only the production of advertising means is controlled, but the corresponding measures and their success can be monitored and evaluated.

Can we start? Principally yes!

The approaches for “Graphic communications with a system” are existent. However, it still needs to be checked how specific solutions can be used coming from the IT environment. This means Enterprise Document Automation-solutions like they are offered for example by HP Exstream, GMC or PrintSoft and XMPie; in addition a number of so-called Product Information Management-Systems. The approach of bundling the Business Management and the Communication Management on one platform specifically for the publishing branch and the print branch with the help of integrated software architecture is relatively new. However, until now, all of these solutions can only be assigned to specific partial areas of the business communication — especially the advertising means production, the invoice and letter dispatch, the product literature and the direct marketing. However, they form the initial basis for innovative, intermedial communication that allows one to measure, evaluate and control the communication success at all times. A point to be emphasized is that the communication means (Print, Online/Digital) can be designed individually and “customized”. This is a basic requirement for valuable graphic communications. This then fulfils the most important requirements of the task of enabling valuable communication with the help of the communication with a system of a company-specific, innovative communication architecture.

© 2014 by Andreas Weber, Value Communication AG, Mainz/Germany

 

As a suggestion

1. Rethink. The technology development advances us by taking us back to the origin of valuable communication.

2. Rate differently. Service providers or mediators in communication work are less relevant than creative innovation partners with Smart Technology competence in order to define and establish a new communication understanding in the team.

3. Rebalance. Technology ignorance is just as fatal as technology infatuation.

4. Experiment without inhibitions. Find ways and options of being able to consistently have a dialogue about the value of your relationships with customer and partners.

5. Act differently. Communication with a system makes the relevance, attractiveness, and consistent presence of mutual content the key criteria per personal and economic success.

6. Network correctly. Knowledge work profits from the striving or valuable communication and networking.

7. Philosophise. Descartes’ principle that made clarity and sophistication of thinking the maxim needs an “Update” as a contemporary version to flee from the claws of a pseudo pluralism. Suggestion: The “Cogito ergo sum” (“I think/doubt, therefore I am”) changes into “Communico ergo sumus” (“I communicate, therefore we are”).

 

++++++++++++++++++++++

About ValueCheck! and how it works

ValueCheck! is a unique approach. It unifies Communication, art and culture in three steps via Analysis, Audits and Coaching. 

Our POV: It’s time for a disruptive approach via ValueCheck!: The performance promise of Value Communication is “connect innovation to profit”. In order to realize this promise, a questionnaire including eight different parts is organized so that customers get an opportunity to check out their companies’ marketing communication level by answering ValueCheck questions.

After receiving answers, Value Communication promises to provide customers with the results based on Value Score Index. In this way, customers become more aware of their tendencies and inadequacies on track of making benefits in the market. They get a chance to increase the effectiveness of all communication activities with regard to the success of their companies.

Your benefits

• ValueCheck! is something like a fitness check-up to be prepared for The Age of the Customer.
• ValueCheck! delivers orientation how to optimize all dimensions of your internal and external business communication success.
• ValueCheck! guides you through the digital world to accelerate your profitable growth.

You want to check it out?

Just send us an email!
Or contact us via Facebook or Twitter!

a.weber{at)value-communication.com

https://www.facebook.com/ValueCommunicationAG

@ValueCommAG

More Information about Value Communication

http://valuetrendradar.com/about/

 

 

 

Optimism despite poor numbers

CEO Bernhard Schreier announced on July 18th, 2012 that he will leave Heidelberger Druckmaschinen AG by end of the year 2012. The Supervisory Board appointed Dr. Gerold Linzbach as the new CEO by September 1st, 2012. Mr. Linzbach is a very experienced and well accepted  top-manager but without experience in the printing industry sector. Is this a good or a bad indicator? We don’t know yet but we will briefly re-think Heidelbergs situation.

Our take, reflecting Heidelberg’s annual press conference (June 14, 2012).

Status quo:
• The 2011/2012 result was overshadowed by a loss of around € 230 million.
• After all, with EBITDA of 90 million euros and operating profit of 3 million € is located almost at the same level like last year.
• In essence, a very self-conscious top-management team presented at the annual press conference on 14 June 2012 those bad figures by showcasing new efforts. (See our live tweets below)
• At drupa 2012 Heidelberg was a match winner getting a hugh impact on the business results in the second half of fy 2012/2013.
• So in fact Heidelberg is again in a good position to recover and become profitable.

Dilemma:
The economic and financial press in Germany and even by investors/shareholders didn’t got that message in form of good news.

At the press conference from the present economic journalists and news-initiated from negative headlines. Excerpts: “dry spell at Heideldruck persist” (Reuters / wiwo.de), “Printing Crisis: Heidelberg put off shareholders” (FTD), “Another losing year / downturn underestimated” (Handelsblatt), “Why no turnaround in sight ‘( Manager Magazine), “Heidelberg continues in the red” (Focus Money / Focus Online).

Investment experts published, Heidelberg has on the way to the turnaround still a rocky road ahead. “Market participants remain skeptical despite drupa 2012 and focus their pieces and throw on the market. (…) THE SHAREHOLDERS continues to advise on an investment. “Heidelberg’s share price had landed on penny stock level and sank on 14 June 2012 at market close again from almost one euro.

Challenge:
The economic and financial sector does not seem to trust Heidelberg (anymore) to turn back the tax and, particularly for investors to create interesting opportunities. The same goes for how the so-called Global Industry Analyst scene for years hardly still busy with Heidelberg technology, but primarily only with digital printing technology and players such as Canon, HP, Kodak, Konica Minolta, Ricoh and Xerox.

Suggestions:
The new CEO, starting at September 1st, 2012 has to bring together business, organizational, technical and market-related facts and issues. And he should pro-actively communicate about it! The perception of Heidelberg is not balanced in the right way. Means: Heidelberg executives/employees, customers, analysts and investors experience Heidelberg in a totally different way. This problem couldn’t be solved by the brand management only (which is already excellent).

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Tweets by zeitenwende007

Joining this morning the #HeidelbergFY press event. Curious about results and outlook@Heideldruck
10:02 AM – 14 Jun 12 via Twitter for iPad · Details

Top Facts&Notes in 21 Tweets – Published on June 14th, 2012 in real time

#Heidelberg CEO Bernhard Schreier: Last years results are not sufficient. But we made it. Even if the market situation was bad!

10:08 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg Marcel Kiessling is now responsible for sales (worldwide). He keeps the service division. More work, more success.

10:11 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg Financial situation of Heidelberg is in a good shape, CFO Dirk Kaliebe reported.

10:13 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg Efficiency program Focus 2012 is working well. Revenues shrinking, but EBIT is stabil. Free cash flow is better than expected.

10:17 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg North America had a come back. Asia Pacific revenues grow and are as strong as EMEA. BRIC markets cover 46 % of total revenues.

10:21 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg But in total net loss after taxes -230 mio. Euros. Networking capital management is working well and hits expectations.

10:24 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg Equity balance of 23. Net debt went down to 243 mio. Euros.

10:28 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg Marcel Kiessling started already the reorganization of the global sales strategy to hit the structural changes in the market.

10:32 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg In more than 30 sales units Heidelberg owns 4500 sales and service professional, addressing 170 countries. Focus on BRIC markets

10:34 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg #China and #Brazil have the strongest growth and a top prority for Heidelberg. But Western markets keep stabil in the future.

10:36 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg Services efficiency will be synchronized according to the regional changes.

10:39 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg Consumables become more important. HEI market share will go up from 4,5%to 7%. Market potencial in total 8 billion Euros

10:41 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg Will the print market be a stabil biz in the future? Stephan Plenz stated that HEI solutions enable to extend biz opportunities.

10:44 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg HEI customers are always able to run a profitable biz and to monetise their investments to be able to reinvest in innovations.

10:46 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg Digital Printing has a great relevance for Heidelberg. Focus: Premium applications in commercial, packaging and label printing.

10:52 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg Collaboration with Landa could enable hugh areas of growth as well as HEI solutions for 3D printing and printed electronics.

10:55 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg “2008 ist uns der Himmel auf den Kopf gefallen”, stated CEO Bernhard Schreier. Great quote! @Heideldruck

10:57 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg drupa delivered stimulation for graphic communications. Germany and China are now the biggest markets measured by investments.

11:03 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg post drupa outlook: 2nd half of FY2012/2013 will become the stronger period and cover 60% of the HEI revenues.

11:07 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg Biggest risc will be the development of the global economy and the impact on the media biz. HEI will be flexible enough to react
11:09 AM – 14 Jun 12 via Twitter for iPad · Details

#Heidelberg Conclusion: HEI could hit the needs for quality oriented Entrepreneurs for innovative print communication in the digital age.
11:19 AM – 14 Jun 12 via Twitter for iPad · Diesen Tweet integrieren

POV on reporters

#Heidelberg Some of the print/newspaper editors do not understand the print world. How could they deliver good reports about @Heideldruck ?

11:39 AM – 14 Jun 12 via Twitter for iPad · Details

Background/Facts

Heidelberger Druck ‏@Heideldruck

Heidelberg Financial Year 2011/2012 http://bit.ly/KIpIy8

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11:09 AM – 14 Jun 12 via web · Details

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