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dj@intermediaglobal.com
MEDIA & COMMUNICATIONS INDUSTRY THOUGHT LEADERSHIP
DHANAN)AY BALUDI June 2009 (Rev/ July 2011)
MEDIA & COMMUNICATIONS INDUSTRY THOUGHT LEADERSHIP
Tb Transformd
Crapbics Supply Cbain
Wbr Nxt For
Indian Pr-prss?
Copyrights Intermedia Global, 2009
Intermedia
Global
Powering b2b Markeng
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MEDIA & COMMUNICATIONS INDUSTRY THOUGHT LEADERSHIP
AUTHURS NUTE:
The Graphics Supply Chain includes all businesses involved in the creation, production and implementation
of visual graphic communications in the print and electronic media as well as all enabling businesses such
as technology, consulting and logistics that help in the automation of processes and exchange of data across
the supply chain.
Tb Transformd Crapbics Supply Cbain series of though leadership articles aim to capture the
sweeping changes across the media and communications industry. Further, they seek to analyze the
viability of traditional business models in this changing industry landscape and propose new thinking.
While these articles look at the Indian context, most trends and insights closely shadow what is happening
in the global industry.
Wbr Nxt for Indian Pr-prss analyses one such traditional business in the supply chain - the
pre-press tradeshop and seeks answers to questions like why the tradeshop is threatened with extinction.
What strategies are Indian tradeshops applying to re-invent and survive? And do they stand a chance?
Your opinions are welcome.
DHANANJAY BALODI
dj@intermediaglobal.com
T: +91 (0) 98923 23661
www.intermediaglobal.com
AUTHUR BIUCRAPHY:
Dbananjay Balodi (DJ) is a Mumbai, India based consultant and entrepreneur
with over a decade of experience in the media, publishing and graphic arts
market. Over a 19 year career, DJ has successfully built two start-up BPO
businesses in the graphic arts space, launched and edited a popular German
magazine title in the Indian market, designed and launched b2b
e-Commerce services at Satyam Wbxcbang (part of a Top 4 IT services
major) and has led the design and development of a collaborative publishing
workflow system.
DJ is Founder at Intermedia Global a marketing and premedia KPO consulting firm and an
Esko Artwork consulting partner. He is currently involved in the development & rollout of a new
global media services strategy for Eastman Kodak Co. DJ has also been consulting for several
premedia & marketing services businesses from the UK, Europe, Australia and North America
interested in the India opportunity.
Earlier, DJ was Managing Partnr in a joint venture with Indias largest prepress company
where he led the business eforts at transitioning into a prmdia KPU supplier for the global
packaging, marcoms and magazine publishing markets. In October 2008, DJ was invited to be
panelist at the US FTAAs (Flexographic Technical Trade Association) annual conference to speak
on Prmdia Uffsboring for the packaging graphics market.
DJ can be reached on email (dj@intermediaglobal.com) or on cell phone at +91 98923 23661.
Cover photo sourced from photolibrary.com
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dj@intermediaglobal.com
MEDIA & COMMUNICATIONS INDUSTRY THOUGHT LEADERSHIP
argantuan changes are sweeping the media and communications
industry landscape. At a fundamental level, this change is in the form
of what constitutes the definition of media. Print which had until
the early 1990s stood its ground as medias de-facto definition, gave
way to television (electronic media) as the emerging medium for
mass communications. The re-emergence of radio a little later, further
altered the landscape shrinking prints share of the communications
pie. While Indian newspaper advertising continues to grow at a
healthy 17% YoY since 2005 and still is the number one media of
choice for advertisers, TV (16.75%) and Radio (39%) combined have
emerged as a close second **.
To add to prints woes, the post dot com era of the mid 2000s has rapidly driven
new wedges into the print-centric advertising pie garnering a growing foothold for
electronic/new media in the communications budgets of mass advertisers. This
new media emergence is both swift and telling. Swift because of the sheer nature
of technologys rapidly growing sophistication and telling because it is challenging
popular notions of marketing, communications and brand building. More
significantly, new media is already questioning the traditional agencys capabilities,
thinking and influence over the marketers communications budgets.
Crapbic Arts: An Industry in Transition
While the changing media landscape print to electronic - is obvious because we
see and experience it as consumers, there are other significant changes brewing in
the background that have engineered far-reaching impacts to the graphics art and
communications services supply chain.
New media and the impact of I.T have challenged the relevance and value of
traditional print-centric service providers. Certain skills and industry constituents
such as print pre-press long held as a super specialization - have been ruthlessly
marginalized and driven to irrelevance. PDF, Photoshop, CTP, digital proofing and
the Internet along with a host of smart new applications for workflow and data
management digital asset management (DAM), marketing operations management
(MOM) and rules-based artwork production - have put the power of producing
media-ready output directly into the hands of the designer, rendering downstream
pre-press processing stages needless in most cases.
Some of the capabilities that were central to pre-press processing such as color
retouching and file integrity checks have become non-dependent on specialist
equipment or software due to the evolution of Adobes Photoshop and Acrobat
platforms. Proofing which once needed high-end capital equipment and manual
expertise (recall wet proofing?) is now almost a desktop capability (if not already,
will very soon be). To top it all, the demise of the scanner and the film some years
back with the advent of digital photography and CTP almost fore wrote
** India Media Forecast, Apr 2008 GroupM
G
Nw mdia and
tb impact of I.T
bav cballngd tb
rlvanc and valu
of traditional
print-cntric
srvic providrs.
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MEDIA & COMMUNICATIONS INDUSTRY THOUGHT LEADERSHIP
Pr 1980 1990 2000 2005
PRE-PRESS
UFFERINC
> Litbograpby
> Engraving
> Typstting
> Block Making
> Postscript to Film
> DTP
> Scanning
> Wt Proofs
> Color Rtoucbing
> Digital Proofing
> PDF Cration
> Prmdia {print
& digital)
> Digital Asst Mgmt.
> Color Rtoucbing
DRIVERS UF
CAPABILITY
(Over and
above
knowledge of
print process-
es & media)
> Craftsmansbip
> Spcializd
Hardwar
> DTP Systms &
Computr Skills
> Spcializd
Hardwar
> Vrtical
Spcialization
{Commrcial] Pub-
lisbing] Packaging)
TIME ERA
> LAN]WAN
> Spcializd
Softwar
> Color Mgmt.
> Vndor
Rlationsbips
> Comprbnsiv I.T
& Workflow Integration
> Procss Excllnc
> Markting
> Branding Knowldg
> Vndor Rlationsbips
> Program] SLA Mgmt.
> Data Mgmt.
2009
Pr-prss Industry Evolution: Diferent Times, Diferent Demands.
PRE-PRESS ERA PREMEDIA ACE
pre-press obituary. To justify their continuing relevance, prepress tradeshops
have made desperate attempts to promote concepts of color management.
Understandably, this ploy has met with little success. While there exist pockets of
specialization such as packaging repro for flexo and gravure printing or even high-
end color retouching, the trend is clear; pre-press tradeshops need fundamental
changes to their business model driven by the markets demand for a whole new
set of capabilities. Some of these new capabilities will mean battling for footholds
in traditional agency turf or downstream in the print services domain. Given their
state of evolution and inability to attract or aford quality professionals across
technology, operations and business development, this is too much of an ask for
most tradeshops.
Tb Cbanging & Tb Cbangd
Like most industries, pre-press has gone through constant upheavals over the last
3-4 decades. So the current changes arent a new phenomenon. Tradeshops have
managed to survive previous upheavals largely because they have been around
equipment or specific techniques. Whats diferent this time is the fact that the
change is industry-wide and driven by fundamental shifts in both technology and
supply chain relationships (refer graphic on next page). The nature of customers,
markets, products and business relationships have undergone transformations.
Moreover, the speed and magnitude of the change this time around, make it both
disruptive and almost unmanageable.
Pr-prss
tradsbops nd
fundamntal
cbangs to tbir
businss modl
drivn by tb
markts dmand
for a wbol nw st
of capabilitis.
Tb Emrgnc of Prmdia
Information technologys relentless inroads into the graphics supply chain at
equipment, software, process and workflow levels has realigned skills, redefined
service provider capabilities and more significantly, reconfigured industry
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dj@intermediaglobal.com
MEDIA & COMMUNICATIONS INDUSTRY THOUGHT LEADERSHIP
structures. Traditional, linear relationships have given way to newer structures
over the last decade.
The most significant trends as far as industry structure and power equations go
has been triggered by the agencys diminishing hold on the marketers spending
decisions and the emergence of a new class of service provider - the premedia
business. Agencies having painted themselves as the intellectual and creative
business in the supply chain, have always been loath to do run-of-the-mill studio
production work. Besides, their exorbitant fees and lack of focus on service levels
has begun to put of marketers who do not always need a creative approach to
design but are instead, looking for templatized execution, rapid turnarounds and
lower costs. Typical of such work includes design adaptations and artwork building
for below-the-line (BTL) marketing communications especially in situations where
the branding rules and artwork creation guidelines have already been defined.
As a result of the agencys inability to heed this need of the marketer, such work
started moving to stand-alone production agencies as well as to the few pre-press
tradeshops and print providers that were willing to extend their capability.
Tb most
significant trends
as far as industry
structur and
powr quations go
bas bn triggrd
by tb agncys
diminisbing bold
on tb marktrs
spnding dcisions
and tb mrgnc
of a nw class of
srvic providr
-tb prmdia
businss.
> Brand strategy
> Media cost management
> Supplier choice
> Studio production
> Studio production &
premedia services
> Print output quality
> Digital asset
management
> Print production &
output quality
> Logistics & print
fulfillment
> Brand strategy &
design
> Media buying
MARKETER
MARKETER AGENCY
CREATIVE
AGENCY
PREMEDIA
AGENCY
PRE-PRESS
SHOP
PRINTER
PRINTER
> Print production
> Logistics & print
fulfillment
> Print quality
management
Pr 2003 Era: The Agency-Controlled Graphics Supply Chain.
2004 - 2009: The Marketer Begins To Take Control. The
Premedia Agency Emerges.
SUPPLY CHAIN DRIVERS:
> Production Quality
> Brand Consistncy
SUPPLY CHAIN DRIVERS:
> Production Quality
> Brand Consistncy
> Cost Efficiencies
> Spd of Implmntation
> Workflow Integration
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