Home' New Zealand Printer Magazine : February 2013 Contents 31
of opportunity to increase its margins.
However Climo makes the point that,
while manufacturing in New Zealand
will remain capital intensive, people
matter in printing. He says, "Everyone
is talking about the iron, and the
computers, and the equipment but the
important thing is the people. I think
we are way under resourced about how
to sell the solutions.
With that in mind, Wickliffe has
an eye to the future with on the job
training. Climo says, “We have taken
on about fve apprenticeships and we
intend to take more on. That means
in fve or six years’ time, we can reap
the benefts of that. Those printers can
become account managers. When you
think about it, production guys have to
have as much knowledge of sales as the
"We need to address the issue of
people. Look in the mirror and get trust
back in the industry. Obviously, you
have to be competitive but if you are
just printing to recover costs and to
cover wages, without any thought of the
industry, it won’t work. At Wickliffe, we
have tried to instil the feeling of being
in a family business even though the
industry has become very stressful.
It's easy, in a corporate sense, to forget
about people; like putting everything
into a concrete mixer thinking that what
will come out the other end will all be
the same. But everyone is different and
cultures are different. That is what the
private equity guys forgot about.”
Big picture thinking
WHILE its Ryobi installations form
a signifcant part of the story for
Wickliffe, the company needs to keep
abreast of the changes taking place in
the industry and economy, local and
global. Climo says, "It's interesting to
see Ryobi and Mitsubishi talking. That
will make both companies stronger.
"Our world of print will continue
and it will get less about volume and
more into personalisation. The days of
a saturated market have gone. How do
we direct our piece of printed matter to
get results? The companies with good
service will survive and people have
begun to realise that price is not the
only thing. Relationships are valuable.
“The average print job will continue
to come down in price especially in the
digital market where they want it now.
So we need to fnd methods where there
a few touch points. We need to supply
solutions that cover all sectors. If you
can't cover those sectors, you need a
tight support partner."
With ferce competition, can print
companies still turn a decent proft?
He says, "We are not in a war on price;
there has to be discipline there. Every
company will have a category where it
performs better than other companies
can. A lot depends on the supply chains.
The competitiveness of most printers
depends on how the supply chain acts.
Yes, there is no doubt you should get
a keener price with more volume but
there is a moral obligation to provide
the best service to your customer.
The biggest thing is trust, once that is
instilled… The proftability stuff is the
boring stuff. It’s not the fash marketing
campaigns. There is always risk, there
always has been. Without risk you won’t
get your entrepreneurs coming into the
more Ryobi power
Back to the future for Climo
GLEN CLIMO had close to a four year hiatus from the
printing industry, intending to retire to a pub that
he had purchased in Rotorua. However, he became
restless and the pull of family saw him make his way
back to Auckland.
Timing matters in all things. Wickli e owner
Steve D'Souza, looking to expand the business, and
knowing that nothing can substitute for experience,
approached Climo with an o er as chief executive
o cer in the organisation. Climo didn't need the
job and initially rejected the thought of going back
but, ultimately, he couldn't resist the challenge of
returning to the business he loved. He says, "The
industry has given me many rewards. What other
job can you come to and see something di erent
produced each day?"
Time out of the industry has given him a
fresh perspective. He says, "It has always been a
challenging industry. You have to know the right
time to invest and you have to know the market. You
used to trade up a press every four or ve years and
get something new. Now, you have to make do with
what you have got and you have to have a strategy.
A printer must be able to do a full in house solution.
The old days of sending work to trade houses and
putting a margin on it are gone. There is no margin
to outsource work now."
The GFC has shrunk parts of the market. He says,
"The big boys have come to the little boys markets
where they haven't been before and the smaller
companies haven't been able to form judgments
about where they can compete and what they can
they o er. You need to take care. The work ows in
the industry are still spasmodic. You can guarantee
the last weeks of the month are frantic and a lot
of work is seasonal. For every dollar you send out,
it might cost you $1.20 to service that. It is not all
about the factory side of it; there are important
administrative aspects now. Management systems
are streamlined now. The industry has done all the
hard work for print managers, tidying up a lot of
"Times have changed but not necessarily for the
worse; there are a lot of positives. It is no longer a
dirty place to work, sustainability is worth the e ort.
And the customer base hasn't changed. Clients need
to know they are getting a fair deal and forming a
long-term partnership with an innovative partner
can they bring new solutions to the table.
He concludes, "Company owners need to get
behind the strategy of how to move the company
Ryobi presses have found a welcome home at Wickliffe
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