• My last post about FR’s Bankruptcy case was on February 7, 2011. Today, I’m going to give you an “update”.

    This morning, I visited www.pacer.gov to review the latest filings with the Bankruptcy Court. (You can access “pacer” yourself, if you would like to, but you do have to register for access.)

    Now, I’m going to give you a summary of what I just read (in the documents very recently filed with the BK Court.) There is always the chance that some of the comments in my summary are not correct, so I urge you to read the documents yourself, if you are interested in knowing exactly what’s put forth in the documents. At the end of this post, I’m going to give you links to the documents I reviewed. (I’ve used my Google Docs sites to host pdf files of the documents.)

    1. As regards the “amended schedules” filed with the BK Court on Feb 24, 2011, there are three “classes” of creditors listed:

    a. Creditors holding “secured” claims – $544,600.

    b. Creditors holding “priority unsecured claims” – $9,100.

    c. Creditors holding “unsecured non-priority claims” – $851,974.

    (Note: Chris Charles, sole-shareholder of FR is one of the company’s unsecured non-priority claim holders; his claim is $600,000.)

    2. In the “disclosure statement” document, there is another breakdown of “classes” of creditors (in section “Article 3”)

    For the purposes of the Plan, the Claims against, or Interests in, the Debtor are grouped in the following Classes in accordance with Section 1122(a) of the Bankruptcy Code:

    · Class 1 – Priority Claims. Class 1 consists of all Priority Claims.

    · Class 2 – Secured Claim of the Hillsborough County Tax Collector. Class 2 consists of the Secured Claim of the Hillsborough County Tax Collector.

    · Class 3 – PNC Bank Secured Claim. Class 3 consists of the Secured Claim of PNC Bank.

    · Class 4 – Ally Financial Secured Claim. Class 4 consists of the Secured Claim of Ally Financial.

    · Class 5 – Unsecured Claims. Class 5 consists of all General Unsecured Claims.

    · Class 6 – Interests in the Debtor. Class 6 consists of all Interests in the Debtor.

    Classes 2 through 6 are Impaired by the Plan. The Holders of Claims and Interests in Classes 2 through 6 are entitled to vote to accept or reject the Plan.

    3. Here’s a very quick look at the “history of the debtor and factors precipitating the reorganization”, as found in section “Article 2”

    The Debtor has operated a document reproduction and management company, with a specific emphasis on the reproduction of blueprints and construction documents, since 1988. In 2009, the Debtor borrowed approximately $658,500.00 from PNC Bank pursuant to an SBA loan in order to finance the purchase of certain equipment and provide sufficient cash flow to the Debtor’s business. To secure the PNC Bank loan, the Debtor granted PNC Bank a security interest in all assets of the Debtor. PNC Bank perfected its security interest by filing UCC-1 financing statements as Document Nos. 200900529650 and 20090121310X with the Florida Secured Transaction Registry on May 14, 2009 and September 17, 2009, respectively. Due to the downturn in the economy, specifically in the construction industry, the Debtor has had a significant decrease in demand for reproduction of construction documents. This immediate need for filing the Chapter 11 case was to forestall an eviction from the previously leased premises, which would have resulted in an inability for the Debtor to operate, and to permit the Debtor to make an orderly move into a newly-leased premises.

    4. Here’s a very quick look at how and when Creditors are supposed to be paid under the terms of the Reorganization Plan:

    This table does not include the amounts that are owed to the Hillsborough County Tax Collector. That is considered a “secured” claim.

    Period / Payments Due

    Period / Payments Due

    Period / Payments Due

    June 2011 – May 2012

    June 2012 – May 2016

    June 2016

    PNC Bank (secured creditor)

    Promissory Note for Balance Due, 6% interest on note

    $4,000 per month

    $5,000 per month

    Remaining principal balance and accrued interest due in full – balloon payment

    Ally Financial (secured creditor)

    Original financing agreement to continue

    Payments as per the terms of the original financing agreement

    Payments as per the terms of the original financing agreement

    Payments as per the terms of the original financing agreement

    General Unsecured Creditors

    Payments to be made from “Unsecured Creditor Fund”

    No payments due

    On the July 1, 2012 and on July 1 thereafter, through 2016, pro-rata share of amount in the “Unsecured Creditor Fund”

    On the July 1, 2012 and on July 1 thereafter, through 2016, pro-rata share of amount in the “Unsecured Creditor Fund”

    5. Here’s a very quick look at the “estimated claims” and “estimated recoveries” under the Reorganization Plan:

    Period / Payments Due

    Period / Payments Due

    # of claims

    Estimated Total Amount of Allowed Claims

    Estimated Recovery

    Administrative Claims

    3

    $35,000.

    100%

    Secured Claims

    3

    $642,416.

    100%

    Unsecured Claims

    30

    $301,493.

    33.2%

    Here are a few of the paragraphs that basically explain that there are no guarantees that the plan will be achieved:

    The debtor and its professionals have expended considerable time and effort to ensure the accuracy of the estimated information set forth below; however, no representation can be made that such information is without inaccuracy. The information set forth below is subject to the uncertainties of litigation with respect to many claims and interests and other factors, which may or may not be resolved in the debtor’s favor. Therefore, no assurance can be given that the estimated allowed claims and interests are exact or that the estimated recoveries will be achieved.

    While the debtor believes that the financial projections are reasonable in light of current facts and circumstances known to the debtor’s management, the financial projections are based on a number of assumptions and are subject to significant uncertainties, which are beyond the control of the reorganized debtor. Therefore, there can be no assurance that these financial projections will be realized and actual operating results may be materially higher or lower than forecast.

    Other Alternatives to the Plan. If the Plan is not confirmed, the Debtor or any other party in interest could attempt to formulate a different plan of reorganization. Such a competing plan of reorganization might involve either a reorganization and continuation of the Debtor’s business or an orderly liquidation of its assets.

    6. At the end of the “Plan of Reorganization” document, there are “financial projections”, which basically set forth Mr. Charles’ projections of receipts, expenses and payments to creditors. (See document for specifics.) I do have just a few comments about the projections and, in particular, about payments to FR’s unsecured creditors:

    First comment: The projections show that Mr. Charles has estimated that “net collections” on sales (after sales taxes) will be $534,000 in year one and somewhat greater than that amount for each of the next four years. In the “operating reports” that were filed for December 2010 and January 2011, “total income” was $38,152 in December 2010 and $29,827 in January 2011. FR’s business is going to need to pick up considerably (over and above what FR reported for Dec and Jan) in order for Mr. Charles’ projections to come true. Given the recession the reprographics industry is still experiencing and the fact that FR relocated its business outside of the downtown Tampa district is that likely to happen?

    Second comment: It was stated in the documents that “unsecured non-priority claims” amounted to $851,974. However, later on, it said in the document that “allowed amount” of the 30 unsecured creditor claims is only $301,943. So, it looks like FR’s unsecured creditors, right out of the gate”, are taking a “hit” (a “haircut, if you will) of $550,000. To go further, the financial projections, at the end of the Reorg Plan document, project that five (5) $20,000 annual payments will be made to the unsecured creditors’ fund; that totals up to $100,000 over the 5 year time frame the Plan is to run. $100,000 divided by $301,943 = 33%. So, where the document says that the “estimated recoveries” for unsecured claims are estimated to be 33.2% of the total “allowed” amount, when you compute this math – $100,000 divided by $851,974 = 11.7%, it “looks to me” like FR’s unsecured creditors are looking at getting just under 12% of their “total” claims, and, keep in mind that that will only happen if FR meets the projections that Mr. Charles came up with, which, in my opinion, are very aggressive.

    Third comment: Inasmuch as Mr. Charles is the 100% shareholder in FR and the “officer” who will be continuing to operate and manage FR, he will continue to receive a salary from FR. According to the financial projections, his “officer” salary, out of the gate, will be $9,600 per month, but then it will go up to $10,600 per month in December 2011. And, in subsequent “plan” years, it will go up even more. I guess one of the nice things about filing for BK (if you are the debtor in possession) is that, while creditors “get stuck” for a hefty slug of what they are owed, the person who runs the business still continues on with a very nice compensation deal!

    Fourth comment: The Reorganization Plan has been filed with the Court, and, at this point, parties who have an interest in the FR Bankruptcy, will be asked to “vote” to approve the plan and there will be a hearing (on May 4th at 10:00 am) at which the Plan will be approved, or not approved, as the case may be. Most plans are approved without any objections from creditors.

    _______________________________________

    Here are “links” you can click on to access the documents I pulled off of Pacer.gov this morning (please note that larger files take longer times to load, so be patient):

    Florida Reprographics Bankruptcy – January 2011 Operating Report:

    https://docs.google.com/viewer?a=v&pid=explorer&chrome=true&srcid=0B81al4kFAU9JMGFjY2QzYTEtYjEzOS00MzNkLTljYjctZmE4MTJjZWFiNWI5&hl=en&authkey=CJzhzGY

    Florida Reprographics Bankruptcy – Amended Financial Schedules filed Feb 24, 2011

    https://docs.google.com/viewer?a=v&pid=explorer&chrome=true&srcid=0B81al4kFAU9JMzQwYzMyMTQtNTU3Mi00NzM4LTlhMDItMTUwNGVlZjE2ZmM2&hl=en&authkey=CJji8s8L

    Florida Reprographics Bankruptcy – Reorganization Plan and Disclosure Statement

    https://docs.google.com/viewer?a=v&pid=explorer&chrome=true&srcid=0B81al4kFAU9JM2U1NGI2MzktNzMyMi00ZDAzLTlkMGItZjhkMGJiZjllNTQ3&hl=en&authkey=CN-a06EK

    Florida Reprographics Bankruptcy – Order Conditionally Approving Disclosure Statement (and Reorganization Plan), Fixing Time to File Objections, Setting Hearing for Confirmation of the Plan (hearing set for May 4, 2011)

    https://docs.google.com/viewer?a=v&pid=explorer&chrome=true&srcid=0B81al4kFAU9JYjc0NWYxZDQtZTJjYy00OGEwLThiODgtYmIxNjNjMGM5Y2Zm&hl=en&authkey=CIyd4vAF

  • Further to the post I did on March 2, 2011 (“SERVICE POINT SOLUTIONS RELEASES FINANCIAL RESULTS FOR YEAR 2010 and PROJECTIONS FOR 2011”), I spent some time, this morning, to see if I could determine what Service Point Solutions said in the documents that it released, sometime in late February, in conjunction with the “Shareholders Meeting” that it held in late February.

    As I previously said, “my Spanish ain’t-so-good”, but, nevertheless, I made an attempt to translate bits-and-pieces of the Spanish-language documents into English. The document I mostly concentrated my efforts on was the “Presentation” document that SPS prepared for its February Meeting of Shareholders. (You can view the Spanish language version of that “Presentation” file at the Internet address just below this paragraphit is a large file, so, if you click on it, give it some time to fully load.) No telling how accurate my translations are. Inasmuch as you aren’t paying me anything to read this post, I guess you could say that “the translations are worth the price of admission.”

    https://docs.google.com/viewer?a=v&pid=explorer&chrome=true&srcid=0B81al4kFAU9JZTk2N2EyZWQtZGNiZS00MzkwLWFjYmYtMzhiNTQ1MGRlYzY2&hl=en&authkey=CKSzwpkB

    I’ve numbered the comments, simply to make this post flow a bit easier:

    1. Apparently, Service Point Solutions (SPS) is planning to complete an issuance of shares sometime in March. Although I think that the new shares are going to be issued in a public offering, that may be an incorrect assumption on my part. It could be that the shares are going to be offered in a private placement. It appears that SPS is planning to issue 36.8 million shares at a price per share of .60 Euro, an equity-raise of approximately 22.8 million Euro, and it looks like 34% of the total raised will be for “reserves” and 66% of the total (approximately 14.573 million Euro) will be used to complete the acquisition of Holmbergs (Sweden.) I would imagine that SPS will issue a Press Release to announce the completion of the share issuance, after it is completed.

    2. In the “Presentation” file, SPS gave a brief rundown of its situation and highlighted certain matters:

    · Presence in 10 countries

    · Leader in Europe

    · Grew from 5 countries to 10 countries, 2006-2010

    · Grew from 99mil Euros to 217mil Euros, 2006-2010

    · 90% of sales outside of Spain (Spain is home HQ country)

    · 816 FM installations (client-site FM deals)

    · 133 production facilities worldwide

    · Global Alliance (GlobalGrafixNet) (42 countries with 512)

    · SPS is 10x larger than its local competitors

    · SPS has significant market share in 7 of its 10 countries

    · Strong leadership in the areas of finance and education

    · Focus on “on-line” services

    · Only European publicly-held company in a highly fragmented sector

    3. In the “Presentation” file, SPS also pointed out its “large strategic strengths:”

    · Business sector diversification (SPS positioned for growth in the fastest growing areas)

    · Fotobooks – 6th largest producer in Europe, 3rd largest producer in Germany

    · Web2Print – 80 large B2B clients in 2010

    · E-commerce /Web2Print – 13 mil Euros revenue in 2010

    · Solid client base – more than 30,000 B2B clients, including GE Healthcare, Morgan Stanley, Ferrovial, Shell and Standard Chartered

    · Global Scope – SP in 10 countries and GGN (GlobalGrafixNet) represented in 42 countries

    · Lead over local competitors (full range of products and services to the final client) – SPS 10x larger than local competitors

    4. Specific comments in the Presentation file about results and plans:

    From 2005 to 2008:

    SPS’ A/E/C sector business 80% of SPS’ sales in 2005.

    SPS’ A/E/C sector business 40% of SPS’ sales in 2008.

    From 2008 to 2010:

    Due to the crisis (the recession) SPS’s overall sales fell.

    SPS’s A/E/C sector business fell 44% from 2008 to 2010, overall basis.

    SPS’s A/E/C sector sales in Europe declined less than its A/E/C sales in the U.S.

    One of SPS’ plans (which was previously announced by SPS):

    Return to the original strategy of growth through acquisitions. (SPS has made 15 acquisitions in the past 5 years).

    5. General Objectives of SPS’ Strategic Plan, 2011-2013:

    Value creation levers

    Hypothesis, 2011-2013

    Key indicators

    1. return of organic growth

    +10-12% annual growth

    Global sales growth, by country and key sectors

    2. Fastest growing “on-line” business

    50-60mil Euros; growth (in “on-line” business) greater than 50% annually

    Group “on-line” business size

    3. Lower costs for new operating model

    +2 – 3% against the major annual pace of sales

    revenue growth vs. cost growth

    4. Acquisition growth

    Holmbergs by 2013, Sales 16-18m Euro, EBITDA 2m-2.5m Euro

    Evolution of results and synergies from acquisition

    Past Results and Projections for Holmberg’s (Sales & EBITDA):

    2008 – Sales 11.7 mil Euro, EBITDA 1.1 mil Euro

    2010 – Sales 12.5 mil Euro, EBITDA 1.5 mil Euro

    Estimated for 2011 – Sales 15.0-17.0 mil Euro, EBITDA 1.8-2.3 mil Euro

    6. SPS’ “Business Plan”, 2011-2013 (all figures in millions of Euros)

    2010

    2011

    2012

    2013

    SALES

    205

    230 – 240

    250 – 260

    260 – 280

    SALES FROM ON-LINE SALES (ECOMMERICE W2P)

    13.0

    22 – 26

    38 – 42

    50 – 60

    EBITDA

    *14.5

    20 – 22

    25 – 29

    31 – 36

    *Restructuring costs EXCLUDED (Actual EBITDA for 2011 with restructuring costs INCLUDED was 8.5 mil Euro

    7. SPS’ Actual Results, 2005-2010 (all figures in millions of Euros)

    2005

    2006

    2007

    2008

    2009

    2010

    SALES

    99.0

    131.0

    214.0

    237.0

    217.0

    205.0

    EBITDA

    14.6

    19.4

    28.7

    21.7

    13.7

    *14.5

    *Restructuring costs EXCLUDED (Actual EBITDA for 2011 with restructuring costs INCLUDED was 8.5 mil Euro

    JOEL’S COMMENT:

    It’s very interesting, I think, to compare:

    a) ….. SPS’ results, 2005 (before it began buying companies) with SPS’ results in 2010. In 2005, SPS’s EBITDA was 14.6 mil Euro on Sales of 99.0 mil Euro. In 2010, SPS’ EBITDA (restructuring costs excluded) was 14.5 mil Euro, or approximately what it was in 2009 when SPS’ sales were 50% less. If you include restructuring costs in the 2010 EBITDA calculation, SPS’s EBITDA in 2010 was only 8.5 mil Euro, so about 42% less than the EBITDA in 2005.

    b) ….. SPS’ projections for the future with its past results. In 2012, SPS is projecting Sales of 250 to 260 mil Euro and EBITDA of 25 to 29 mil Euro. If we look back to 2007, SPS’ Sales were 214 mil Euro and EBITDA was 28.7 mil Euro. So, if I’m understanding this correctly, SPS expects to achieve an increase in sales of 36 to 46 mil Euro, 2012 vs. 2007, but at the same time expects its EBITDA for 2012 to be about the same that it was in 2007, when it had substantially lower sales. To go a bit further on this same line of reasoning, SPS is projecting that its sales will rise to 260 to 280 mil Euro by 2013, but that its EBITDA, projected at 31 to 36 mil Euro, will be only nominally greater in 2013 than it was when SPS’ Sales were 214 mil Euro (2007.)

    On February 16, 2011, prior to SPS issuing its 2010 results, SPS shares hit .68 Euro, which was the highest price at which SPS shares have traded, so far, in 2011. On March 4, 2011, SPS shares closed at .542 Euro. That represents a decline of approximately 20%.

    Note: As I’ve mentioned, I Spanish-language skills are not great. I may have mistranslated or misunderstood some of what I read. For the most accurate information about Service Point Solutions’ Financial Results for 2010 and about Service Point Solutions’ Strategies, Plans and Projections, refer to the Spanish-language documents that Service Point Solutions issued. You can access those by visiting SPS’ web-site or by referring back to the post I did on this blog on March 1, 2011.

  • Joel’s comments:

    If I have comments to make about a Press Release, I normally post my comments below the Press Release. However, this time, I’m going to make an exception. First, if you’ve not met Dilo Wijesuriya and, at some point in the future, find yourself attending an industry event that Dilo is also attending, absolutely take the time to introduce yourself to Dilo. He is a very bright young man with an extremely engaging personality and an overwhelming passion for business.

    When we older people in the industry speak to younger people in the industry about “management” and “leadership” in the reprographics industry, and I mean the importance of those two things and the fact that not all management people have both talents (“management” and “leadership”), you look for examples to use – people who do have both talents – and Dilo is a perfect example of someone who is both an excellent manager and an outstanding leader. While I’ve never personally worked with or for Dilo, he and I have had lots of discussions over the past couple of years, and you can, without question, “feel the passion” in what he says and how he approaches different subjects. Other people, who have worked with and for Dilo over the years, have remarked to me about his outstanding management and leadership skills. You could not meet a nicer guy.

    Congratulations to Dilo on his appointment as COO of ARC.

    PRESS RELEASE:

    American Reprographics Company Appoints Dilantha Wijesuriya Chief Operating Officer

    WALNUT CREEK, CA, Mar 04, 2011

    “American Reprographics Company (NYSE: ARC), the nation’s leading provider of reprographics services and technology, today announced that Senior Vice President of National Operations, Dilantha “Dilo” Wijesuriya, has been appointed Chief Operating Officer of the Company. Mr. Wijesuriya previously ran the regional operations and led the Company’s international business development efforts. He will continue to report to K. “Suri” Suriyakumar, Chairman, President and CEO.”

    “Dilo’s leadership style generates both trust and accountability in the people who work for him. These qualities are critical to our success as we emerge from the recent downturn in our end markets,” said K. “Suri” Suriyakumar, Chairman, President and CEO of American Reprographics Company. “His drive for operational excellence inside the company is unparalleled, and his unique and intimate understanding of ARC will continue to add valuable strategic perspective to our future development.”

    Mr. Wijesuriya will continue to oversee the operations of the company, relying on the support of newly appointed business unit executives announced on ARC’s recent fourth quarter and year-end earnings call. He will take on a larger role in the strategic development of ARC, especially with regard to developing international operations, and continue to spearhead the Company’s brand and operational consolidation.

    “Our response to the economic downturn has created opportunities we have never had before at ARC,” said Mr. Wijesuriya. “I’m eager to address our market under a unified brand and operational structure, refine our new business units, and help our team discover the company’s new potential as the economy recovers.”

    Mr. Wijesuriya, 49, began his career with ARC as a manager at the company’s Ford Graphics division in San Francisco in 1991. He subsequently became president of the division in 2001, and became an ARC regional operations head in 2004. In August 2008, Mr. Wijesuriya was named Senior Vice President – National Operations and an executive officer of ARC. Prior to his employment with American Reprographics Company, Mr. Wijesuriya was a divisional manager with Aitken-Spence from 1981-1990, a multi-national conglomerate headquartered in Colombo, Sri Lanka.

  • On December 29, 2010, I posted an article on the blog about a company offering an iPAD app for the A/E/C industry.

    Here’s some of what I said in that post:

    Builditlive.com has developed:

    a) an e-planroom product

    b) an app for the iPAD

    Basically, subscribe to their SaaS service, load project documents to the cloud, and then access those documents using an iPAD.

    http://www.constructiononline.com/co_onsite_mobile_apps.html

    This afternoon, I came across another company, UDA Technologies, Inc., that also offers an iPAD app and a “cloud” service for an e-planroom (“OnSite Planroom”) for A/E/C customers. UDA is apparently a much, much larger company that Builditlive.com. They don’t have apps for just the iPAD, they have apps for other devices as well, including the Blackberry and Google Android devices.

    I’m not going to say anymore about UDA Technologies, I’m simply going to suggest that you visit their web-site to read-up on what they are offering and to whom their products are targeted.

    Here’s a link to their “apps” page, but make sure you visit their entire web-site.

    http://www.constructiononline.com/co_onsite_mobile_apps.html

  • On March 1, 2011, ABC posted an article on its web-site about Construction activity in January 2011.

    Here’s the “summary” from that article:

    Summary

    In a further sign that the nation’s builders continue to struggle after the recession, private nonresidential construction spending fell 6.9 percent in January, according to the March 1 report by the U.S. Commerce Department. Year-over-year, private nonresidential construction spending is down 13.2 percent. Total nonresidential construction spending – which includes both privately and publicly financed construction – was down 3.3 percent in January and 5.3 percent lower from the same time last year, and now stands at $536.7 billion (see graph below).


    Here’s a link to the full article on Associated Builders and Contractors (ABC’s) web-site:

    http://www.abc.org/Hot_Links/ConstructionEconomicsIndex/Spending_March_2011.aspx

  • According to an article posted on AGC of America’s web-site on February 24, 2011, January 2011 “construction starts” decreased on an overall-sector basis. It states in the article that the information is based on data collected and reported by McGraw Hill.

    Here’s part of the article I found on AGC of America’s web-site (you’ll find a link, below, the article, so that you can, if you want to, read the full article:

    “The value of new construction starts retreated 6% in January” at a seasonally adjusted annual rate, according to McGraw-Hill Construction (MHC), based on data it collected. “The decline came as the result of a pullback for nonresidential building after a strong December, combined with a loss of momentum for residential building. At the same time, the nonbuilding construction sector showed further growth in January on top of its elevated December pace, aided by several large public works projects. On an unadjusted basis, total construction starts in January were…down 4% from the same month a year ago….Nonresidential building in January dropped 13%…, following December’s strong 27% gain. Healthcare facilities in December were lifted by the start of six massive hospital projects, and January showed this category retreating 46% from its exceptional December amount. The healthcare category in January was still 7% above its monthly average for 2010 as a whole….Transportation terminal work in January was also down sharply, falling 75%, compared to a robust December that included the start of a $450 million airport terminal project at Love Field in Dallas. [Residential building] dropped 7% in January after showing modest improvement during the previous five months. Single family housing held steady in January [but there was a] 35% decline for multifamily housing, which retreated after the gains witnessed at the end of 2010….Nonbuilding construction in January advanced 2%….Highway and bridge construction soared 42%, reflecting the lift coming from $1.5 billion for the start of work to add new lanes to the LBJ Freeway in Dallas….Additional perspective can be obtained by looking at 12-month moving totals, in this case the 12 months ending January 2011 versus the 12 months ending January 2010, which lessens the volatility present in one-month comparisons. For the 12 months ending January 2011, total construction was down 2%, due to this pattern by sector – nonresidential building, down 10%; residential building, up 5%; and nonbuilding construction, up 3%.”

    This link will take you to the full article:

    http://news.agc.org/2011/02/24/construction-starts-architecture-billings-slow-in-january-mhc-aia-report/

  • PRESS RELEASE –

    “C2 Reprographics Brings Exceptional Customer Service to the Inland Empire With the Opening of Its Seventh Location”

    COSTA MESA, CA– March 3, 2011) – At a time when construction related firms have scaled back, C2 Reprographics has opened its second new production facility within six months. The company’s seventh location, located in Ontario at 1920 South Rochester, is close to the 15, 60 and 10 freeways. This 5,500 square foot facility will serve the Inland Empire with a full range of digital color and reprographic services.

    President and CEO Gary Crisp stated, “We are extremely pleased to bring C2’s customer-driven culture to the Inland Empire. Many of our existing customers have encouraged us to extend our network of great service to this area for some time.”

    Jose Martinez, a 24-year reprographics industry veteran will lead Sales and Operations for C2’s Inland Empire Division, and Evey Simon, a seasoned sales professional, will act as C2’s Business Development Manager.

    “When it comes to great customer service and attention to detail, Jose is simply the best in the Inland Empire. His integrity, strong work ethic, determination, and competitive drive have earned him a stellar reputation with his clients over the years,” noted Crisp. “These qualities are a perfect match for our culture of delivering uncompromising value and exceptional service.”

    C2 Reprographics is Southern California’s largest independent reprographics company, with locations in Los Angeles, Orange, and San Diego counties and the Inland Empire. C2 provides state of the art technology, digital printing and print-related services to the architectural, engineering, construction, and the general business community. Clients with projects spanning the Southland can take advantage of C2’s comprehensive network of locations and expanding fleet of delivery vehicles by printing jobs close to their destination, with fast delivery. C2 was founded in 2002 by owners Gary and Julie Crisp and backed by an alliance of local business executives. Among C2’s ongoing charitable beneficiaries are Camp Pendleton-based Marines serving in Iraq and Afghanistan, Catholic and public educational institutions, the University of Southern California Athletic Board, Canstruction Orange County, which collects canned food for food banks, and Human Options, a battered women’s shelter in Orange County. www.c2repro.com

    Joel’s comment:

    According to the “transcript” of the earnings call that American Reprographics Co (ARC) held on February 22nd, 2011, Jonathan Mather, ARC’s CFO, said this about ARC’s sales revenues in 2010 as compared to 2009:

    “On a regional basis, our year-over-year revenue performance for 2010 was as follows. Southern California was down 10.5%, Northern California was down 3.1%. The Pacific Northwest was down 7.1%, our Southern region was down 9.4%. The Midwest was down 7.5% and the Northeast was down 12.6%.”

    Given C2 Reprographics’ aggressive decision to launch two new locations in the Southern California market within the past 9 months, it “sounds like” C2 Repro may not have experienced a year-over-year decline in sales revenues like ARC did. Could it be that C2 Repro has found a way to take “market share” away from ARC?

  • PRESS RELEASE FROM ABC IMAGING –

    Washington, DC—February 24, 2011—ABC Imaging plans to release BPOL Next Generation, the latest version of BlueprintOnline.com on March 1.

    A comprehensive web-based application, BPOL NG enables cross-functional collaboration and communication for work teams needing document and project management for the project life cycle. Next Generation is the most significant upgrade to BPOL since the web-based application was launched in 1999.

    “Next Generation delivers on our vision of a BPOL as an all-in-one platform for ABC Imaging applications,” said Medi Falsafi, CEO and President of ABC Imaging. “Next Generation also unveils new features and a new approach to service and support. We are continuing to make BPOL NG the best software of its kind.”

    The redesigned home page for Next Generation will be the most visible change to users. BPOL NG developers have created a desktop-like interface that allows users to open multiple windows within the application. Additional features enable the appearance and functionality of the interface to be customized for the user and the organization. Users will also see increased functionality in existing BPOL modules.

    “We’ve spent much of the last six months developing these features,” said Scott Butikis, Director of Document Solutions at ABC Imaging, which includes management of BPOL. “Our focus has been on creating a complete product for the AEC industry.”

    Joel’s comment:

    Last September (2010), ABC issued a Press Release to announce that Scott Butikis, AIA, had joined ABC Imaging as its “Director of Document Solutions.” That press release included this information about Mr. Butikis: “Mr. Butikis has more than 17 years experience in architecture with an emphasis on the disciplines used to execute projects for the hospitality industry. Recently, he developed and coordinated two 800 to 1,000 room hotels and associated structures for a major gaming operation in Florida.”

    Not too long ago, ARC announced and released “PlanWell Collaborate”, and, not long after that, ReproMAX announced and began to release “cMAX.” Although I don’t know exactly what these software products actually do, it “sounds like” ABC Imaging’s newest version of BPOL (Blueprint-OnLine) is similar to ARC’s PlanWell Collaborate and ReproMAX’s cMAX “products”. I am not aware that ABC Imaging makes its software products available to independent reprographers. I don’t think that’s the case. On the other hand, ARC’s PlanWell Collaborate product is available to any non-ARC reprographer who would like to use and promote that product, and ReproMAX’s cMAX product is available to members of the ReproMAX organization. (Over 100 independent reprographers belong to ReproMAX.)

  • PRESS RELEASE FROM XEROX….

    Rochester, N.Y. – Friday, March 04, 2011

    Xerox Corporation is deploying a managed print services (MPS) strategy across Kelly Services’ North American operations to reduce costs up to 10 percent by better managing documents throughout its branch network.

    The five-year Enterprise Print Services PDF file (EPS) contract includes updating Kelly’s fleet of copiers, printers and fax machines with more efficient technology and reducing IT infrastructure costs through the consolidation of these devices – from 2,700 to less than 900. Using EPS to redirect print jobs to the most cost-effective machine, Kelly will also meet environmental sustainability goals by reducing paper use, power consumption and landfill waste by more than 50 percent.

    “As we continue to look within the organization to streamline costs, this is another example of unlocking savings while creating the foundation for significant business process improvement,” said Michael Webster, executive vice president and general manager, Americas for Kelly Services. “Xerox allows us to provide quality customer service in a timely manner using current technology.”
 


    By bringing multiple output devices, print budgets and vendor support systems under Xerox management, Kelly is reducing the time employees spend on print-related activities and freeing them to focus on the business of providing workforce consulting and staffing services. Xerox’s change management programs will also help them adapt to more efficient technology and work processes.
 


    “Our clients are seeking MPS as a business strategy for long-term growth, not just a simple solution to keep costs in check,” said Stephen Cronin, president, Xerox Global Document Outsourcing. “Kelly recognizes that a more efficient print infrastructure is smart business – and an important first step for other operational advances.”
 


    Xerox was positioned by Gartner, Inc., in the Leaders Quadrant in the 2010 Magic Quadrant for Managed Print Services Worldwide1, and was recognized as a leader in IDC’s Worldwide and U.S. Outsourced Print and Document Services Forecast and Analysis2 and in IDC’s 2010 MPS MarketScape report3. Xerox was also named a managed print services market leader in Quocirca’s European Vendor “MPS Comes of Age” report 2010.

  • I just noticed this Press Release” on ABC Imaging’s web-site:

    Dewberry selects ABC Imaging as preferred provider of print services

    Washington, DC—February 18, 2011—ABC Imaging announced today it will provide outsource reprographics services and supplies for Dewberry, a Fairfax, VA-based professional services company.

    A leading professional services firm with a long history, Dewberry provides architectural, engineering, and managing and consulting services to a wide variety of clients. Headquartered in Fairfax, VA, Dewberry is known for its diverse project portfolio.

    “As with many of our clients, we highlighted our current and past performance to convince Dewberry that we were the best choice,” said Medi Falsafi, President and CEO of ABC Imaging. “I am grateful for everyone at ABC Imaging who contributed to our success in winning this contract.”

    “Our selection of ABC Imaging was based on their longstanding performance and commitment to Dewberry here at our Fairfax headquarters,” said Wayne Burnley, Director of Logistics and Facilities at Dewberry. “We look forward to continuing our relationship and putting ABC Imaging to work for Dewberry nationally.”

    ABC Imaging has provided staffed on-site printing and mailroom services at Dewberry’s Fairfax headquarters for the past ten years. The new agreement makes ABC Imaging the preferred provider of services and supplies for outsource reprographics at more than 40 Dewberry locations. The company also becomes Dewberry’s preferred supplier for 3D printing and other products and services.

    As part of the agreement, ABC Imaging has installed on-site services at Dewberry’s Dallas office.