A few years back I had the opportunity to evaluate various “web-to-print” solutions (or W2P) from several of the leading software vendors. Although all of the W2P systems evaluated technically did what they were supposed to do, there were some drawbacks which ultimately prevented our commercial printing company from moving forward on the decision to sell print (efficiently) online.

The largest of these, of course, was cost, including deployment, licensing, hosting, and support. The cost of these systems and the connection to a guaranteed benefit on the bottom line was simply not clear. It was a difficult decision: sink tens of thousands of dollars into licensing for an MIS-integrated web-to-print portal, with at least eventual “hands free” order placement to plate-making capabilities; or do it the old fashion way, and use our website as corporate “brochureware”, and have staff inserted at every touchpoint in the production process, from design through billing.

That was 2009 and a lot has happened in the industry since then. Today, in 2016, every printing company needs to be able to satisfy the needs of the “modern shopper”. Like it or not, Amazon and other eCommerce providers have changed the way people think about how they shop, and this applies to print buyers as well. Consumers want to be able to make their own (informed) decisions and have different expectations than they used to have. As web entrepreneurs, our job is to not only give them the tools to actually place their order but also give them the information needed to make an informed decision, albeit with information that provides a marketing influence that “leans” in our direction.

Think of your web-to-print portal as a salesperson not drawing a salary or commission. It’s not for every customer, but it will be appealing to some. Moreover, a web-to-print portal can be branded differently than your company. And if you base your web-to-print portal on open source software, you can avoid additional licensing costs to duplicate it under your corporate identity or under as many brands as you want. This allows you to sell print online not only to a general audience, i.e. everyone, with a general one-size-fits-all marketing message along the lines of “we’re your trusted partner”, but to tailor to specific markets: academic, religious, manufacturing, governmental, etc., without significant overhead since there aren’t additional licensing costs and the code can simply be copied to a new web portal.

Open Source and Web-to-Print

What is the current state of open source web-to-print? This is a very large topic. I’m not in a position to evaluate every solution that arises in this continuously evolving software landscape, but I thought it might be useful to summare a couple of the leading web-to-print products and website plugins that the major open source platforms. None of these are going to integrate with your print MIS system right out-of-the-box, although all of them will integrate with well-established accounting systems like Quickbooks. This doesn’t mean you shouldn’t weigh the benefits of such systems.

Two popular open source eCommerce platforms I’m going to write about are WordPress (Woocommerce) and Magento, which is owned by a subsidiary of eBay (eBay bought the company behind Magento in 2010, seeing a rising competitive threat from open source eCommerce). So I’m going to restrict my list to these platforms, and I’ll write a little bit about the pros and cons of each over the other. Both platforms are, of course, open source and come with zero dollars in licensing fees. Each platform could be downloaded, installed, and customer-facing today for free.

WordPress

Woocommerce is perfect if your shop doesn’t contain a large number of products, and requires a great presentation. I like to think of WordPress as the platform that’s perfect for web designers. It’s well suited to web designers because the platform is easy to update in terms of its theme and design.

Magento

Magento on the other hand is, in my opinion, the better platform for eCommerce shops with large numbers of products and product categories. Magento is written by using a more complicated web framework called MVC (Model-Viewer-Controller) and can be more difficult for non-technical personnel to get their head around. This is why it lags a bit in the design department, although the trade off over WordPress/Woocommerce are significant productivity enhancements (like automated emails, integrated newsletter management and a more flexible framework for extensibility).

Both platforms have multiple APIs (Application Programming Interfaces), and can be integrated with just about anything, including your MIS. In short, my recommendation is for Woocommerce if you don’t have a large number of products or product configurations (don’t confuse this with run quantity) and Magento if you have a large number of product or product configurations.

Examples of Open Source W2P

Now on to some examples of the leading web-to-print solutions available on each platform. Just to clarify, web-to- print solutions are a subset of digital storefront solutions (DSF). DSF is really just another name for eCommerce, something the open source community mastered long ago (with respect to the short history of the internet). “Web-to-print” differs from standard DSF in that it allows for real-time product previews and at least has the capability for some amount of automation through API access. I’m going to restrict my list to the ordering process, including real time previewing.

uDraw on WooCommerce

uDraw is a powerful, easy-to-use web-to-print plugin that runs under WordPress/Woocommerce using a modern HTML5 framework (no Java plugins or Flash to deal with). It supports a PDF workflow and allows for in-browser real time editing and uploading. Your users can create brochures (with folding), business cards, mousepads, personalized bags, and more right from within the web browser. It’s mobile friendly and allows for the building of custom products. The ordering processing products are a layered PDF file that can be tweaked by your prepress as needed. WordPress/Woocommerce are both, of course, free to use.

uDraw requires a $500 setup fee and costs around $99/month for a subscription to the service. There is a free version of the plugin available so you can test it out (even do a little market testing). Give it a try by visiting the URL http://bit.ly/1M21chu.

PrintScience on Magento

PrintScience is a fantastic plugin that integrates with the Magento platform. Templates are created using Adobe Acrobat Pro and the PDFLib plugin, allowing VDP fields to be inserted directly into your PDF. In additional to the standard features listed above with uDraw, PrintScience allows your customers to download realtime generated PDF previews of their templates (with watermarking).

PrintScience has no setup fee, and costs $9.99 a month to get started. Give PrintScience a try by visiting the URL http://bit.ly/24ZSlTZ

Open Source Offers Many Flavors

There are many other options for open source, including ZetaPrints which runs on Magento, but utilizes Corel Draw (you read that right) for templating which starts at $1.70 per order, and a nice solution called“DesignnBuy”which also runs on Magento that starts at around $7000, far less than the price tag on many of the “industry standard” solutions. That these solutions run on open source platforms means they have the added advantage of being highly flexible and integrable with other platforms, such as MIS platforms, prepress systems, and more.

Whichever platform you decide to go with, definitely start selling print online if you’re not already doing it. Appealing to modern shopping expectations is sure to increasingly become a market differentiator between the old schools and the new schools of print.

About the Author: Charles Groce is the CEO of Pearl Street Consulting, a Michigan-based IT, web, and software consultancy. Charles is also the owner/operator osforprint.com, an open source technology solutions provider for the printing industry.

Last November Amazon opened its first retail book store in Seattle near the campus of the University of Washington. More than two decades after it pioneered online book sales—and initiated the e-commerce disruption of the retail industry— the $550 billion company seemed to be taking a step backward with its “brick and mortar” Amazon Books.
However, Amazon launched its store concept with a nod to traditional consumer shopping habits, i.e. the ability to “kick the tires.” Amazon knows very well that many customers like to browse the shelves in bookstores and fiddle with electronic gadgets like the Kindle, Fire TV and Echo before they make buying decisions.

So far, the Seattle book store has been successful and Amazon has plans to open more locations. Some unique features of the Amazon.com buying experience have been extended to the book store. Customer star ratings and reviews are posted near book displays; shoppers are encouraged to use the Amazon app and scan bar codes to check prices.

Amazon’s book store initiative was also possibly motivated by the persistence and strength of the print book market. Despite the rapid rise of e-books, print books have shown a resurgence of late. Following a sales decline of 15 million print books in 2013 to just above 500 million units, the past two years have seen an increase to 560 million in 2014 and 570 million in 2015. Meanwhile, the American Booksellers Association reported a substantial increase in independent bookstores over the past five years (1,712 member stores in 2,227 locations in 2015, up from 1,410 in 1,660 locations in 2010).

Print Books and E-Books

The ratio of e-book to print book sales appears to have leveled off at around 1 to 3. This relationship supports recent public perception surveys and learning studies that show the reading experience and information retention properties of print books are superior to that of e-books.

The reasons for the recent uptick in print sales and the slowing of e-book expansion are complex. Changes in the overall economy, adjustments to bookstore inventory from digital print technologies and the acclimation of consumers to the differences between the two media platforms have created a dynamic and rapidly shifting landscape.

As many analysts have insisted, it is difficult to make any hard and fast predictions about future trends of either segment of the book market. However, two things are clear: (1) the printed book will undergo little further evolution and (2) the e-book is headed for rapid and dramatic innovation.

Amazon launched the e-book revolution in 2007 with the first Kindle device. Although digital books were previously available in various computer file formats and media types like CD-ROMs for decades, e-books connected with Amazon’s Kindle took off in popularity beginning in 2008. The most important technical innovation of the Kindle—and a major factor in its success— was the implementation of the e-paper display.

Distinct from backlit LCD displays on most mobile devices and personal computers, e-paper displays are designed to mimic the appearance of ink on paper. Another important difference is that the energy requirements of e-paper devices are significantly lower than LCD-based systems. Even in later models that offer automatic back lighting for low-light reading conditions, e-paper devices will run for weeks on a single charge while most LCD systems require a recharge in less than 24-hours.

Nick Sheridon and Gyricon

The theory behind the Kindle’s ink-on-paper emulation was originated in the 1970s at the Xerox Palo Alto Research Center in California by Nick Sheridon. Sheridon developed his concepts while working to overcome limitations with the displays of the Xerox Alto, the first desktop computer. The early monitors could only be viewed in darkened office environments because of insufficient brightness and contrast.

Sheridon sought to develop a display that could match the contrast and readability of black ink on white paper. Along with his team of engineers at Xerox, Sheridon developed Gyricon, a substrate with thousands of microscopic plastic beads—each of which were half black and half white—suspended in a thin and transparent silicon sheet. Changes in voltage polarity caused either the white or black side of the beads to rotate up and display images and text without backlighting or special ambient light conditions.

After Xerox cancelled the Alto project in the early 1980s, Sheridon took his Gyricon technology in a new direction. By the late 1980s, he was working on methods to manufacture a new digital display system as part of the “paperless office.” As Sheridon explained later, “There was a need for a paper-like electronic display— e-paper! It needed to have as many paper properties as possible, because ink on paper is the ‘perfect display.’”

In 2000, Gyricon LLC was founded as a subsidiary of Xerox to develop commercially viable e-paper products. The startup opened manufacturing facilities in Ann Arbor, Michigan and developed several products including e-signage that utilized Wi-Fi networking to remotely update messaging. Unfortunately, Xerox shut down the entity in 2005 due to financial problems.

Among the challenges Gyricon faced were making a truly paper-like material that had sufficient contrast and resolution while keeping manufacturing costs low. Sheridan maintained that e-paper displays would only be viable economically if units were sold for less than $100 so that “nearly everyone could have one.”

As Sheridon explained in a 2009 interview:
“The holy grail of e-paper will be embodied as a cylindrical tube, about 1 centimeter in diameter and 15 to 20 centimeters long, that a person can comfortably carry in his or her pocket. The tube will contain a tightly rolled sheet of e-paper that can be spooled out of a slit in the tube as a flat sheet, for reading, and stored again at the touch of a button. Information will be downloaded—there will be simple user interface—from an overhead satellite, a cell phone network, or an internal memory chip.”

E Ink

By the 1990s competitors began entering the e-paper market. E Ink, founded in 1998 by a group of scientists and engineers from MIT’s Media Lab including Russ Wilcox, developed a concept similar to Sheridon’s. Instead of using rotating beads with white and black hemispheres, E Ink introduced a method of suspending microencapsulated cells filled with both black and white particles in a thin transparent film. Electrical charges to the film caused the black or white particles to rise to the top of the microcapsules and create the appearance of a printed page.

E Ink’s e-paper technology was initially implemented by Sony in 2004 in the first commercially available e-reader called LIBRIe. In 2006, Motorola integrated an E Ink display in its F3 cellular phone. A year later, Amazon included E Ink’s 6-inch display in the first Amazon Kindle which became by far the most popular device of its kind.

Subsequent generations of Kindle devices have integrated E Ink displays with progressively improved contrast, resolution and energy consumption. By 2011, the third generation Kindle included touch screen capability (the original Kindle had an integrated hardware keyboard for input).

The current edition of the Kindle Paperwhite (3rd Generation) combines back lighting and a touch interface with E Ink Carta technology and a resolution of 300 pixels per inch. Many other e-readers such as the Barnes & Noble Nook, the Kobo, the Onyx Boox and the PocketBook also use E Ink products for their displays.

Historical Parallel

The quest to replicate, as closely as possible in electronic form, the appearance of ink on paper is logical enough. In the absence of a practical and culturally established form, the new media naturally strives to emulate that which came before it. This process is reminiscent of the evolution of the first printed books. For many decades, print carried over the characteristics of the books that were hand-copied by scribes.

It is well-known that Gutenberg’s “mechanized handwriting” invention (1440-50) sought to imitate the best works of the Medieval monks. The Gutenberg Bible, for instance, has two columns of print text while everything else about the volume —paper, size, ornamental drop caps, illustrations, gold leaf accents, binding, etc.—required techniques that preceded the invention of printing. Thus, the initial impact of Gutenberg’s system was an increase in the productivity of book duplication and the displacement of scribes; it would take some time for the implications of the new process to work its way through the function, form and content of books.

More than a half century later—following the spread of Gutenberg’s invention to the rest of Europe—the book began to evolve dramatically and take on attributes specific to printing and other changes taking place in society. For example, by the first decade of the 1500s, books were no longer stationary objects to be read in exclusive libraries and reading rooms of the privileged few. As their cost dropped, editions became more plentiful and literacy expanded, books were being read everywhere and by everybody.

By the middle 1500s, both the form and content of books became transformed. To facilitate their newfound portability, the size of books fell from the folio (14.5” x 20”) to the octavo the octavo dimension (7”x 10.5”).

By the beginning of the next century, popular literature—the first European novel is widely recognized as Cervantes’ Don Quixote of 1605—supplanted verse and classic texts. New forms of print media developed such as chapbooks, broadsheets and newspapers.

Next Generation E-Paper

It seems clear that the dominance of LCD displays on computers, mobile and handheld devices is a factor in the persistent affinity of the public for print books. Much of the technology investment and advancement of the past decade—coming from companies such as Apple Computer—has been committed to computer miniaturization and mobility, not the transition from print to electronic media. While first decade e-readers have made important strides, most e-books are still being read on devices that are visually distant from print books, impeding a more substantial migration to the new media.

Additionally, most current e-paper devices have many unpaper like characteristics such as relatively small size, inflexibility, limited bit-depth and the inability to write on them. All current model e-paper Kindles, for example, are limited to 6-inch displays with 16 grey levels beneath a heavy and fragile layer of glass and no support for handwriting.

The Sony Digital Paper System (DPT-S1) is based on E Ink’s Mobius e-paper display technology:
13.3” format, flexible and supports stylus handwriting (pictured right).

A new generation of e-paper systems is now being developed that overcome many of these limitations. In 2014, Sony released its Digital Paper System (DPT- S1) that is a letter-size e-reader and e-notebook (for $1,100 at launch and currently selling for $799). The DPT-S1 is based on E Ink’s Mobius display, a 13.3” thin film transistor (TFT) platform that is flexible and can accept handwriting from a stylus.

Since it does not have any glass, the new Sony device weighs 12.6 oz or about half of a similar LCD-based tablet. With the addition of stylus-based handwriting capability, the device functions like an electronic notepad and, meanwhile, notes can be written in the margins of e-books and other electronic documents.

These advancements and others show that e-paper is positioned for a renewed surge into things that have yet to be conceived. Once a flat surface can be curved or even folded and then made to transform itself into any image—including a color image—at any time and at very low cost and very low energy consumption, then many things are possible like e-wall paper, e-wrapping paper, e-milk cartons and e-price tags. The possibilities are enormous.

Most companies in the printing industry by now have at least gone through the experience of deploying some kind of CRM, or Customer Relationship Management system, but I dare say few printing companies have done so successfully. The most difficult aspect of successfully deploying a CRM lies not in the technical aspects of deployment. Have no doubt that with enough money thrown at a CRM project it will, in the end, more or less do what it’s supposed to do: archive customer data, “automate” sales and marketing processes, and systematize all sorts of organizational communications. That all sounds great, but the problem with successful company adoption of CRM lies, in the end, with the people that are expected to use the system: your staff.

First, let’s define CRM. CRM stands for Customer Relationship Management and is a software system which allows your company to effectively organize all sorts of data, including customer data, lead data, sales activity, and more. Think of your CRM as your information repository of all data related to your customers and potential customers. It is like an online library of all important communications with your customers and potential customers.

Some time after a successful deployment and adoption of a CRM at your organization, any member of your staff will be able to use the system to review the history of your company’s interaction with any customer, from the initial winning of the customer, to looking at job activity and performance, to the systematic and proactive review of production or fulfillment problems which arose in the past with each customer.

Print is certainly not alone with regards to the challenges of successful CRM adoption. In a 2013 study by the marketing agency Merkle Group Inc, interviews of 352 senior-level executives at companies with $1+ billion in revenue revealed that an astounding two-thirds (63%) saw CRM deployment at their companies as a failure.

The reasons cited by the report may sound familiar to companies in print who’ve had difficulties with CRM. They include a lack of clear ownership of customer insight data (training and information workflow, 53%), lopsided adoption by department management (43%), a lack of executive buy-in (38%), and CRM not being a priority with company IT (38%).

Does this mean that CRM deployment is a waste of time and resources? Not at all! The same study showed that high growth organizations, those companies with both revenue growth and profit growth, were 50% more likely than low-growth organizations to view CRM as key to their company’s success. So CRM is important to the bottom line, and this begs the question: How can organizations in print deploy a CRM successfully?

In this article, I want to briefly list some of the factors that I’ve seen in the successful adoption of CRM solutions in the printing industry as well as some of the barriers to adoption.

Successful adoption requires, absolutely must include executive and managerial buy-in. Owners must insist that their managers require their staff to utilize the CRM in their day-to-day reporting activities. This means, of course, that staff must be trained on the daily usage of the system and must be continually reminded of its value.

A customer has a problem? It shouldn’t be put down on a paper form which goes in a dark desk drawer where it dies a slow, biodegradeable death. This information goes in the CRM where it will be reviewed later as part of a CRM-driven job follow-up process. A potential customer has called in and asked for more information? This touch point goes in the CRM where all such activity can be analyzed later. A special postal form is required for a customer mailing on their own periodical permit: all pertinent information goes in the CRM, not on some sticky note attached to a CSR’s computer monitor.

The CRM as the central repository of your customer interaction data becomes the most critical system in your organization allowing your company to be systematic in its interactions with customers. Managers must insist that members of their team stop utilizing their own way of organizing this data, even if this approach has worked for years, but utilize a CRM to make customer-specific information systematically organized and widely available to the team.

This is admittedly easier said that done. Managers can demand all they want that staff use the CRM system, but if the staff sees it merely as a reporting tool, it’s less likely to be adopted enthusiastically. This is why it’s critical that organizations integrate the CRM with their main MIS (Management Information) system. The CRM should also be the most convenient place where your sales and customer service staff retrieves quotes, invoices, and other customer specific data.

But isn’t this the purpose of your MIS? It’s part of it, but MIS systems often don’t provide the flexibility of a modern CRM, with their automated email capabilities, task assignment, mobile integration, and powerful built-in visualization tools. Print specific MIS systems are great at what they’re designed to do, operate your printing business, but not great at what they’re not designed to do. CRM functions are often, at best, an after thought in the design of print-specific MIS systems.

Finally, in choosing a CRM for your company, we argue that successful deployment and adoption is not so much about choosing the right system as it is about successfully preparing your staff for the cultural change that comes from putting a CRM front and center in your operation.

CRM adoption ain’t easy, but it can be done with a well thought out approach that isn’t simply driven by the technical requirements. Successful CRM adoption requires a one-two punch of adoption from the top down.

PIM members should contact the PIM office for more information 248.946.5895.

About the Author: Charles Groce is the CEO of Pearl Street Consulting, a Michigan-based IT, web, and software consultancy. Charles is also the owner/operator osforprint.com, an open source technology solutions provider for the printing industry.