Mar. 19, 2007—From industry events to the pages of trade publications, one thing is clear: the graphic communications industry is in transition. New technologies and applications, mergers and acquisitions, and other factors have all contributed to the changes—and will continue to do so for the foreseeable future. Pace Press, however, has managed to ride the wave of change, not only keeping its head above water, but proving it is possible to have an epic run that lasts for not a single session, but for decades at a time.

The firm was founded in 1914 by Arthur Hammerslagh in Manhattan. Upon his death in the mid-1960s, the company was purchased by Milton Herman, Julius Briskie, and David Savitt. At that time, Pace Press expanded with a facility in New Jersey. Toward the end of the 1990s, Pace Press consolidated both plants, expanding its total facilities into a new 100,000-sq.-ft. building.

As operations grew, additional partners were groomed to become the next generation of management and owners. In keeping with the Pace Press business model, they had strong backgrounds in plant management, purchasing, production, and sales. Today, the company is owned and managed by three partners—Jack Mangi, president; Jonathan Vitale, executive vice president; and Seth Diamond, executive vice president.

Ahead of the Curve
According to Mr. Diamond, one of the reasons Pace Press has been so successful is its focus on keeping its technology up-to-date—but not jumping in without doing the research and knowing the market.

“It has always been our philosophy to offer the most technologically advanced process to our customers,” noted Mr. Diamond. “That said, when we purchase a new or more advanced technology, we do so after we are sure that it has been perfected. I remember when computer-to-plate came out about six or so years ago, many people raced to purchase it, even though it was riddled with issues. You must make every effort to know that what you purchase and implement is a 100-percent sure thing.”

The company’s newest acquisitions include an eight-color-plus-spot and overall UV and aqueous Mitsubishi sheetfed press, as well as a seven-color web unit.

Pace has been quick to showcase its new units. “What Pace Press did was pretty amazing,” said Jim Sheridan, print director of corporate purchasing, The Estee Lauder Cos. Inc. “I have been working in the printing industry for 29 years and never seen anything like this before. When we (myself and my co-workers) walked through the front doors at Pace, we had our picture taken. Then 25 minutes later, we went out to the press room for a plant tour and saw a poster being printed of us, with copy in perfect registration and color on the new eight-color Mitsubishi Press. [It] was awesome.

“It’s very important to Estee Lauder to be working with print vendors that keep up with the latest technologies. This allows them to reduce their printing cost to us, and at the same time keep up with the overall print quality that we expect.”

The Customer Experience
As great as technology is, no company can survive on a press alone. Customer service and the customer experience are the keys to building a successful business.

“My advice to people just entering the industry, as well as other printers—it is paramount to put your clients’ needs first,” said Mr. Diamond. “You can’t just look at the bottom-line profit. Rather do the best possible work for them, they will appreciate it.”

“The ability of the mega-companies to service in an industry that is so fast paced has declined tremendously.”

Mr. Diamond went on to note that part of the problem is that with the consolidation of the industry, quality and service is often set aside in favor of profits and efficiency. While the last two are important, they cannot exist without the first two. “The greatest change that has taken place in the industry of recent years has been the consolidation of printers. While this may benefit the individual printers short term, the long-term negative affects are starting to be realized. The quality and service of many of these companies has gone way down hill, as my clients express.

“The ability of the mega-companies to service in an industry that is so fast paced has declined tremendously. The quality has also suffered—I hear so many stories of frustration on the client end, that when they have an obstacle that in the past would have been handled swiftly, now is insurmountable.”

The key, for Pace Press, has been to not simply limit itself to being a printer. Instead, the firm has actively sought ways to improve their customers lives and make their jobs easier and filled with fewer problems.

“We’re not simple manufacturers of ink on paper anymore,” Mr. Diamond noted. “We have become partners in every sense of the word. We aid in the creative at the prep stage, get involved in design, and in many cases handle the mailing, as well. Where in the past our clients would need to use three or four suppliers on a project, now they just need one. [It is] less time-consuming for them, as well as more efficient.”

Pace Press is proof that graphic arts companies do not need a gimmick or a hard sell to survive in the current industry. All they need is a little bit of business savvy, and the desire to be the best at what they do.