Small business reprographics firms print, manage and distribute large-format bid documents on
pub... more Small business reprographics firms print, manage and distribute large-format bid documents on public and private commercial projects. Since 2007, due to an increasing demand for digital information over printed material, both the number of reprographic firms and the annual revenues generated in this industry have decreased by approximately 48% (IRgA, 2012). Despite what could be considered a new market niche, a percentage of reprographic firms have been unable to adjust to the new digital environment. Small business mortality, though unfortunate, is not new. Consequently, there is a correlation between lack of planning and small business failure (Wang, Walker, & Redmond, 2007). Furthermore, research suggests that small business owners are deficient in long-term vision and are strategically insular. This paradigm is counter to much of the literature which indicates that small businesses should plan for the long-term in order to effectively compete. Small businesses that disregard strategic planning run the risk of, at a minimum, diminished growth and performance and, at worse, their very survival (Wang, Walker, & Redmond, 2007). Regardless of the hardships this industry has endured, some reprographics firms have planned for and thus responded to these challenges. Using an exploratory case study approach, we examined the managerial strategy of a local reprographics company in Louisiana. Research findings suggest that effective strategic planning and a nontraditional approach to generating revenues have resulted in new, value-added services for clients. The combination of technology and a strategic focus on enhancing client productivity has generated an increased demand for printed material, which has sustained this company during the difficult economic times. While other firms in the market have struggled, the company increased revenues and created a niche service for clients.
Small business reprographics firms print, manage and distribute large-format bid documents on
pub... more Small business reprographics firms print, manage and distribute large-format bid documents on public and private commercial projects. Since 2007, due to an increasing demand for digital information over printed material, both the number of reprographic firms and the annual revenues generated in this industry have decreased by approximately 48% (IRgA, 2012). Despite what could be considered a new market niche, a percentage of reprographic firms have been unable to adjust to the new digital environment. Small business mortality, though unfortunate, is not new. Consequently, there is a correlation between lack of planning and small business failure (Wang, Walker, & Redmond, 2007). Furthermore, research suggests that small business owners are deficient in long-term vision and are strategically insular. This paradigm is counter to much of the literature which indicates that small businesses should plan for the long-term in order to effectively compete. Small businesses that disregard strategic planning run the risk of, at a minimum, diminished growth and performance and, at worse, their very survival (Wang, Walker, & Redmond, 2007). Regardless of the hardships this industry has endured, some reprographics firms have planned for and thus responded to these challenges. Using an exploratory case study approach, we examined the managerial strategy of a local reprographics company in Louisiana. Research findings suggest that effective strategic planning and a nontraditional approach to generating revenues have resulted in new, value-added services for clients. The combination of technology and a strategic focus on enhancing client productivity has generated an increased demand for printed material, which has sustained this company during the difficult economic times. While other firms in the market have struggled, the company increased revenues and created a niche service for clients.
Uploads
Papers by edward gibbons
public and private commercial projects. Since 2007, due to an increasing demand for digital
information over printed material, both the number of reprographic firms and the annual
revenues generated in this industry have decreased by approximately 48% (IRgA, 2012). Despite
what could be considered a new market niche, a percentage of reprographic firms have been
unable to adjust to the new digital environment. Small business mortality, though unfortunate, is
not new. Consequently, there is a correlation between lack of planning and small business failure
(Wang, Walker, & Redmond, 2007). Furthermore, research suggests that small business owners
are deficient in long-term vision and are strategically insular. This paradigm is counter to much
of the literature which indicates that small businesses should plan for the long-term in order to
effectively compete. Small businesses that disregard strategic planning run the risk of, at a
minimum, diminished growth and performance and, at worse, their very survival (Wang, Walker,
& Redmond, 2007). Regardless of the hardships this industry has endured, some reprographics
firms have planned for and thus responded to these challenges. Using an exploratory case study
approach, we examined the managerial strategy of a local reprographics company in Louisiana.
Research findings suggest that effective strategic planning and a nontraditional approach to
generating revenues have resulted in new, value-added services for clients. The combination of
technology and a strategic focus on enhancing client productivity has generated an increased
demand for printed material, which has sustained this company during the difficult economic
times. While other firms in the market have struggled, the company increased revenues and
created a niche service for clients.
public and private commercial projects. Since 2007, due to an increasing demand for digital
information over printed material, both the number of reprographic firms and the annual
revenues generated in this industry have decreased by approximately 48% (IRgA, 2012). Despite
what could be considered a new market niche, a percentage of reprographic firms have been
unable to adjust to the new digital environment. Small business mortality, though unfortunate, is
not new. Consequently, there is a correlation between lack of planning and small business failure
(Wang, Walker, & Redmond, 2007). Furthermore, research suggests that small business owners
are deficient in long-term vision and are strategically insular. This paradigm is counter to much
of the literature which indicates that small businesses should plan for the long-term in order to
effectively compete. Small businesses that disregard strategic planning run the risk of, at a
minimum, diminished growth and performance and, at worse, their very survival (Wang, Walker,
& Redmond, 2007). Regardless of the hardships this industry has endured, some reprographics
firms have planned for and thus responded to these challenges. Using an exploratory case study
approach, we examined the managerial strategy of a local reprographics company in Louisiana.
Research findings suggest that effective strategic planning and a nontraditional approach to
generating revenues have resulted in new, value-added services for clients. The combination of
technology and a strategic focus on enhancing client productivity has generated an increased
demand for printed material, which has sustained this company during the difficult economic
times. While other firms in the market have struggled, the company increased revenues and
created a niche service for clients.