There the problem will be registered in the computer and an estimation of the problem will be made

(1)

Appendix 1 Agfa’s support network

The following parties are being involved in providing the services as presented in table 1.0 to the customers:

- Local support from regions: Call Center, located in Kontich. If a customer has problems with its software, equipment or plates, the Call Center will be the first contact. There the problem will be registered in the computer and an estimation of the problem will be made; who is needed to solve this problem. If a customer has problems with its Hardware or Software, he will be referred to the Technical Helpdesk.

- Technical Helpdesk, located in Kontich. This is the 1^st line support service, for customers with Hardware and/or Software problems. If it is possible, the solution is explained by phone, enabling the customer to solve the problem himself. Another possibility is that the Technical Service Department gives remote support to the customer to solve the Hardware and/or Software problem. If the Hardware or Software problem cannot be solved this way, an on-site technician visits the customer to solve his problem (intervention), or Agfa Services Europe will be contacted, a 2^nd line support.

- On-site technicians are located in the country of the customer. This could be a service- engineer for Hardware related problems or an application-engineer for Software related problems.

- Agfa Professional Services Europe, located in Mortsel, is the 2^nd line support, which is in charge of Software and Hardware problems, which cannot be solved by the country Technical Helpdesk. The main task is to provide 2^nd line support for workflow solutions and Computer-to-Plate. Another task is to train product specialists of the sales organization, which is named the Agfa Professional Support Academy. Agfa Services Europe also participates in the (Technical @ssistance Center) T@C, offering extended hours of remote support by phone to customers.

- Agfa Professional Support Academy. Product specialists of sales organizations in Europe are being trained by Agfa Services Europe, in a project called “teach the teacher”. After the training, the product specialists of the sales organizations train their own people and also customers and dealers. This last principle, training to dealers and customers is called the “Agfa Academy”.

(2)

Appendix 2 Meaning of words used in the graphical industry

• CIP 3 / CIP 4: Data formats, such as the print production format, which can be used regardless of the manufacturer. Companies active in the print media are working together within the CIP 3 Consortium to enhance the production of printed products on a computer-integrated basis. The participating firms have agreed to a cross-company interface. The CIP 4 organization is based on CIP 3 and promotes the integration of computer-supported processes in the Graphic Arts Industry – independently and on a worldwide basis.

• Commercial printing: Printed products of higher quality, whether single- or multicolor, single- or multi-page (except special printed products such as package or newspaper printing).

• Computer-to-Film, CtF: Process in which a film of an entire sheet is exposed in a so- called film image setter from a digital data set. The data set may comprise individual graphic elements, images, or text as well as entire magazine pages.

• Computer-to-Plate, CtP: Process in which printing plates are produced directly from a digital data file.

• Digital printing: General term that refers to all printing processes used to print pages from a digital data set. Digital printing processes comprise in particular inkjet and electro-photography (‘laser printer’), by means of which pages with different content can be sequentially printed. Digital printing also includes conventional printing processes, such as offset, if they are part of a digital workflow – e.g., by using the Computer-to-Plate process.

• Drupa: World’s largest and most important specialized trade fair for the Graphic Arts Industry, which is held every 4 to 5 years.

• Job definition format (JDF): A new data format for the exchange of information, which is utilized in the Graphic Arts Industry. JDF makes possible the universal, producer-independent integration of all order-related and computer-supported processes. It is also Internet compatible.

• Package Printing: package printers and converters produce a wide variety of products ranging from folding carton, tags and tables, and paint chips to flexible packaging, multi-wall bags, and corrugated boxes.

• Post press / finishing: All the printing steps, up to and including the finished product – for example, cutting, folding, stitching, binding, and packing.

• Prepress: Steps in the preparation of text, graphic elements, and images, ranging from the basic design concept all the way to production of the printing plate.

• Remote service: This service comprises the analysis, diagnosis and service inspection of printing presses via a data link. Specialists can implement remote service with printing presses that are linked to the remote service.

• 4-up, 8-up and vlf customers: customers who make plates of 4-up format, 8-up format or very large formats.

(3)

Appendix 3 Questionnaire for face-to-face interview Section 1: Customer information

1. Company:...

2. Application:...

3. Number of presses:...

4. Sheetfed-offset or web-offset:...

5. CtP: yes/ no...

6. Name respondent:...

7. Occupation respondent:...

8. Phone number:...

9. Location: Belgium/ the Netherlands Interview-information

1. Date:...

2. Name interviewer:...

3. Name account manager:...

Introduction interview

Thank you very much for willing to participate in this research. Before starting with the interview, I would like to introduce myself and explain the reason for this research. My name is………

The purpose of this research is to find out your current and prospective service needs regarding your production process. Based on this research Agfa can determine which new services should be added to the prospective range of services, to meet your service needs. This interview is conducted with open questions.

Agfa’s current and prospective services

1. What is the biggest challenge in your business today?

2. What do you need to be ready for developments in the future?

3. To which degree do you consider it to be important that Agfa meets your individual service-needs? (if customer uses competing products, ask about the competitor)

4. Which step in your production process creates the most value?

5. What are the most important aspects in your production process in order to deliver a consistent performance in the delivered printed issues to the end-user?

6. Which non-traditional business-developments/ opportunities do you consider having an impact on your business?

7. In which new technologies or process/control improvements do you think to invest the upcoming 5 years?

8. Do you see value in the development of JDF and MIS integration?

(4)

Appendix 3 (continued)

9. How do you consider the contribution of employees regarding the developments in the future?

10. If you should characterize Agfa’s prospective service-products, would you like to see a core service product, an extended range of service-products or a total solution for your service-needs? (if customer uses competing products, ask about the competitor) 11. In which parts of your production process could Agfa possibly create more value, so

that you are prepared for the current and prospective challenges?

12. Which component in your production process would increase your competitive capacity?

13. If you could convert your current and prospective service-needs into a new service- product, what would it be?

14. What value would this new service-product have for you?

15. Do you consider Agfa in the future as a provider of service-products, as a supplier who can take over certain parts of your production process or as a supplier who brings the different parties in the market together to fulfill your service-needs? (if customer uses competing products, ask about the competitor)

16. Do you consider consulting a consultant in the future to analyze your production process to increase the efficiency, productivity and profitability of your company?

17. Would you like to work more closely together with Agfa in the future to create mutual value? What would you see as a possible outcome of this cooperation/ partnership?

18. Do you use competing service-products in your production process? If yes, which service-product and from which supplier? Were these service-products decisive for you to buy the competitor’s product?

19. Which service-product of the competitor do you consider to be most valuable in your production process?

(5)

Appendix 4 Specific information respondents

Respondents The Netherlands Belgium

Population:

N umber of responde nts with competing products and services for the pre- press:

13 Commercial Printing customers

1 Packaging customer

6 Commercial Printing customers

Application:

Technique:

Occupation:

Format CTP:

5 Managing directors

4 Technical managing directors 4 General managers

1 Pre-press manager

Commercial Printing: brochures, leaflets, books, magazines, plates for publishers.

Packaging: special packaging (chocolates, perfume)

5 Customers used sheetfed-offset 1 Customer used both sheetfed- offset and web-offset technique 11 Customers used sheetfed-

offset

3 Customers used both sheetfed- offset and web-offset technique

4 Customers with CTP 2 Customers with CTF CTP or CTF: 12 Customers with CTP

2 Customers with CTF

1 Managing director

1 Technical managing director 4 General managers

Commercial Printing:

magazines, brochures, books, maps.

4 Customers with 4-up 5 Customers with 8-up 2 Customers with VLF 1 Customer with 8-up and VLF

3 Customers with 8-up 1 Customer with 8-up and VLF

5 Customers Creo:

1 Customer with CTF 2 Customers with 8-up

1 Customer with both 8-up and VLF

Heidelberg:

1 Customer with 8-up CTP

2 Customers Screen:

1 CTF Heidelberg:

1 CTF

(6)

Appendix 4 (continued) Customers the Netherlands

Customers Belgium

Name Company Name respondent Account manager

1. Grafikon NV Dhr. P. Flamey F. Coopman

2. Die Keure NV Dhr. E. Bonte T. Torfs

3. Erasmus NV Dhr. R. Vanden Berghe F. Coopman 4. Euroset NV Dhr. S. Vermeersch F. Coopman

5. Grafische Groep Tuerlinckx NV Mevr. T. Tuerlinckx P. Vangrunderbeeck 6. Impremerie Van Ruys Dhr. L. Jeanty P. Vangrunderbeeck

Name company Name respondent Account manager

1. RS Drukkerij Dhr. F. Alkema T. Kreijns 2. Drukgroep Maasland BV Dhr. A Swertz T. Kreijns 3. Van Deventer Dhr. P. van Deventer T. Kreijns 4. Grafidesk Dhr. A. van Ginkel T. Kreijns 5. Thieme Groep Apeldoorn Dhr. B. Schutte P. Zwanenberg 6. Kampert Drukwerk Dhr. R. Kampert P. Zwanenberg 7. Drukkerij Jémé BV Dhr. K. Afsari P. Zwanenberg 8. Steyl-Groenevelt Dhr. H. van Vught C. Wagenvoorde 9. Drukkerij Tonnaer Dhr. M. Dijkstra C. Wagenvoorde 10. Schrijen-Lippertz Dhr. P. Göttgens C. Wagenvoorde 11. Imagestudio Dhr. F. Klinkhamer C. Wagenvoorde 12. Senefelder Misset Dhr. R. Braam P. Zwanenberg 13. EM de Jong BV Dhr. E.M. de Weerd P. Zwanenberg 14. Eindhoven Packaging Dhr. M. Vlassak C. Wagenvoorde

Name company Name respondent Account manager

1. RS Drukkerij Dhr. F. Alkema T. Kreijns 2. Drukgroep Maasland BV Dhr. A Swertz T. Kreijns 3. Van Deventer Dhr. P. van Deventer T. Kreijns 4. Grafidesk Dhr. A. van Ginkel T. Kreijns 5. Thieme Groep Apeldoorn Dhr. B. Schutte P. Zwanenberg 6. Kampert Drukwerk Dhr. R. Kampert P. Zwanenberg 7. Drukkerij Jémé BV Dhr. K. Afsari P. Zwanenberg 8. Steyl-Groenevelt Dhr. H. van Vught C. Wagenvoorde 9. Drukkerij Tonnaer Dhr. M. Dijkstra C. Wagenvoorde 10. Schrijen-Lippertz Dhr. P. Göttgens C. Wagenvoorde 11. Imagestudio Dhr. F. Klinkhamer C. Wagenvoorde 12. Senefelder Misset Dhr. R. Braam P. Zwanenberg 13. EM de Jong BV Dhr. E.M. de Weerd P. Zwanenberg 14. Eindhoven Packaging Dhr. M. Vlassak C. Wagenvoorde

(7)

Appendix 5 On-line questionnaire: Agfa’s new services

Agfa is able to provide the following new services to you in the future.

• Color consistency contract for the complete production process, Agfa conducts color checks on a regular base.

• Advice for color consistency in your production

• Remote control

• Training from Agfa to your customers about PDF creation by using Acrobat or Apogee Create

• Training on the subject color management

• Newsletter with different links to recent information, a database with FAQ’s about workflow etc.

• Advice about the integration of JDF and MIS in your production process Could you answer these questions by filling in the following table?

1. Could you rank the new services in order of importance to you? (the service which you rank on the first place, is most important to you and should be provided on the short term by Agfa, the service which you rank on the seventh place is less important to you and can be provided on the long term by Agfa)

2. Could you indicate if you would be willing to pay for this new service?

Service Willingness to pay for the service?

1. Yes/No 2. Yes/No 3. Yes/No 4. Yes/No 5. Yes/No 6. Yes/No 7. Yes/No Reminder

Dear Sir/ Madame,

On behalf of Agfa, I would like to thank you for your participation in Agfa’s market research regarding prospective services. This e-mail is a reminder of the previous e-mail on which I have not received your response yet. As your answer to these questions would be very valuable for this research, I would like to ask you to open the attachment and to range the new services on importance and value to you. I am looking forward to your response,

Yours sincerely,…

(8)

(14)

1.To make profit 3 3

2.To realize the products for customers, while there are shorter delivery times and higher customer quality requirements.

2 -

3. To survive in this market, characterized by overcapacity.

1 9 4. To obtain and keep customers by fulfilling their

needs, to make sure that the customers keep loyal to the company.

1 3

5. To keep up with technological developments. 1 3

6. Growth. 1 -

7. Recruitment of well-qualified employees. 1 - 8. To realize the products for customers, while there

are shorter delivery times and errors in digital files

1 2 9. To provide higher service-levels to the customer

against lower prices but with profit.

1 2 10. To invest in the right technologies (without child

diseases)

- 2 11. To distinguish from the competitor - 2

12. To make error-free plates as quick as possible for the press.

- 1 13. To teach the employees the knowledge needed to

be able to work with the new technologies.

- 1

14. To guard the costs. - 1

15. Expanding the scale of production. - 1 16. More added value to the customer in providing

Special Packaging products.

- 1

(9)

Question 2: What do you need to be ready for developments in the future?

Belgian customers

(6)

Dutch customers

(14) 1.Knowledge/ training for employees to keep up

with the technologies and to be able to switch easily to new technologies. Motivated employees are needed.

3 7

2.Invest in new faster production methods, good equipment, automation and an up-to-date machine park.

5 5

3. Resources to invest 2 -

4. Providing a total solution product, one-stop- shopping (a product including binding etc.)

1 3 5.Close reliable supplier-relationships. The supplier

must be aware and act as the spider in the web of customers and end-users.

1 4

6. Good customer network. 1 1

7. Digital printing - 2

8. Improvement of the digital network to be able to proof remote

- 1 9. The ability for end-users to place the order by the

Internet

- 1

10. Full color printing - 1

11. Printing services to other printing companies who outsource their tasks

- 1 12. Having knowledge of new technologies and link

these to the product-service quality of the customer

- 1

Question 3: To which degree do you consider it to be important that Agfa meets your individual service-needs?

Belgian customers

(6)

Dutch customers

(14)

1. Very important 5 12

Belgian customers are at the moment (6):

- Satisfied with the way Agfa gives in to individual service-needs. (1)

- Till a certain level dissatisfied about the way Agfa gives in to individual service- needs. (4)

If Agfa would not take the individual service-needs into account, Dutch customers would switch to another supplier. (3) In general Agfa takes the individual service-needs into account.

(10)

Question 3 (continued)

The following aspects are considered to be important regarding service: specialized knowledge from Agfa, internal training to Agfa employees, a relation with one contact within Agfa. The following of Agfa’s service-products are adapted to the customers’ needs:

education, support and training, service-commitment in case of problems, service-contracts, primary start-up and provided service in case of problems.

Customers consider room for improvement regarding the following aspects: there seem to be too few employees who can provide service and good training. There is too little knowledge to diagnose and solve the problem. Agfa should look further than the pre-press in solving problems. There are late interventions in case of problems. Customers want to see custommade service! It is very hard to get in contact with the right persons within Agfa. In general the negative effects of a big organization. Some things (for example call-back from helpdesk) take a long time to be done. A pro-active instead of a reactive approach from Agfa, in preventing color problems with certain files, thinking together with the customer. Agfa could train and give workshops about Quark and Indesign to the end-users. Problem-analysis to solve the problem as quick as possible before the customer does his own research.(problems with chemicals and plates). Better tuning in pre-sales between customer’s equipment and Agfa’s. More openness in negotiations in pre-sales stage. Not having a 8 to 5 workday mentality in this industry when your machine breaks down.

Question 4: Which step in your production process creates the most value?

Belgian customers

(6)

Dutch customers

(14)

1. CTP (pre-press) 2 1

2. Pre-press in general - 2

3. Desk-top publishing - 1

4. Printing business 2 7

5. Printing and DTP same value 1 -

6. The bindery 1 2

7.Every step in the production process represents the same value

- 1 8.The tuning of all the processes in the production

processes, led by customer requirements and a pro- active approach from everyone in the process.

- 1

9. Foil department - 1

Some customers mentioned that the pre-press only costs money and time. End-users deliver problem files. Some of the larger end-users are trained to deliver certified files, smaller end- users are not, because there is a possibility that these customers will switch to a competitor.

The cost structure in the pre-press is untransparent. If there would be a national certified PDF standardization, the pre-and post calculation would be more predictable. This predictability of costs in the pre-press would result in value creation in this part of the production process.

(11)

Question 5: What are the most important aspects in your production process in order to deliver a consistent performance in the delivered printed issues to the end-user?

Belgian customers

(6)

Dutch customers

(14)

1. Systems in the process which are open and understandable to every employee in the production process.

3 -

2. Integral quality controls through the process and a final control.

2 - 3. Standardized way of working throughout the

process, a logbook about all the procedures in the production-process and clear agreements.

1 2

4. CTP. 1 -

5. Color management. 1 -

6. Proofing. 1 3

7. Motivate employees to control the process. 1 6 8. Customer contact: sales, keeping customers and

keeping promises.

2 3

9. Functioning equipment. 1

10. Communication between employees in the complete production process

1 2 11. Up-to-date good production equipment and

methods (CTP, color management, workflow, scanner) and standardized materials (ink, paper).

- 7

12. Maintenance of the equipment to limit risks in the pre-press.

- 2

13. Control of incoming files. - 2

14. Good suppliers - 1

15. Good transport organization - 1

16. Certain level of automation - 1

17. Information from the end-user regarding the product requirements, working together with the end-user.

- 1

(12)

Question 6: Which non-traditional business- developments/ opportunities do you consider to have an impact on your business?

Belgian customers

(6)

Dutch customers (13)

1. Internet (negative and positive) 5 12

2. Digital printing 6 7

3. Logistics 1

4. Large-format printing 1

5. End-users vertically integrate by doing more things in their production process (digital pictures).

- 1 6. Automation of the production process. - 1

7. Individualization of the market. - 1

8. Globalization, end-users go to cheaper printers in Europe.

- 2 9. Digital integration, integration of the workflows. - 1

10. Combining different types of printing techniques (deep-print and offset).

- 1 11. E-auctions for end-users on the Internet. - 1

Question 7: In which new technologies or process/control improvements do you think to invest the upcoming 5 years?

Belgian customers

(6)

1. Updates hardware equipment, printing presses 4 2

2. Automation bindery 3 1

3. CTP 2 3

4. Integration administrative and production process 2 - 5. Market research regarding digital printing 1 - 6. Network improvements to receive data and files 1 -

7. SAN-environment 1 -

8. Digital printing pres 1 6

9. Large-format printing 1 -

10. Marketing to printers 1 -

11. CIP 3 ink settings - 1

12. Waterless solution - 1

13. Working with job tickets - 1

14. Color management - 2

15. Equipment to keep the humidity constant - 1

16. Automation - 3

17. No investments - 1

18. Rastered digital proof - 1

(13)

Question 8: Do you see value in the development of JDF and MIS integration?

Belgian customers

(6)

1. Yes 6 11

2. No - 3

Question 9: How do you consider the contribution of employees regarding the developments in the future?

Belgian customers

(6)

1. Very important 5 14

2. Employees have to keep-up-to-date with all the new technologies. Knowledge, education, retraining is needed. Employees will have to be widely and in- depth educated

3 7

2.Employees will be more involved in the complete process (3) and in purchase decisions

2 4

3. Other recruitment. 1 -

4.More IT employees instead of operators. 1 1 5. Good work atmosphere, and motivated

employees.

1 3 6. Employees will have more responsibilities in the

process.

1 1

7. Employees have to be flexible. 1 4

8. Employees must be motivated and stimulated to work with the new technologies.

- 6

9. Communication - 2

10. Analytical skills become more important, employees become system operators

- 1

Question 10: If you should characterize Agfa’s prospective service-products, would you like to see a core service product, an extended range of service-products or a total solution for your service-needs?

Belgian customers

(6)

1. Extended range of differentiated service-products 4 4

2. Total solution 1 4

(14)

Question 11: In which parts of your production process could Agfa possibly create more value, so that you are prepared for the current and prospective challenges?

Belgian customers

(6)

1. Color management (color proof systems, tuning and advice from Agfa regarding the tuning of cmyk and rmg)

3 2

2. Integration within the process, workflow and working with job tickets

1 -

3. Links from pre-press to press 1 -

4. Systems that are easy to work with in the pre- press

1 - 5. Advice from Agfa about software possibilities for

the pre-press

1 - 6. Database for employees how to work with the

Hard- and Software with adapted documentation about the newest versions etc.

1 -

7. Data-storage of data we receive from customers. 1 - 8. Standardization in data reception from the end-

users, problems occur with DTP.

4

9. CTP - 1

10. Order management system - 1

11. Training and education employees - 2

12. Automation - 1

13. Post-press - 1

(15)

Question 12: Which component in your production process would increase your competitive capacity?

Belgian customers

(6)

1.Speed and quality: shorter delivery times to customers but maintain quality

2 10

2. CTP 2 2

3. Color management 1 1

4. Automation 1

5. Service to end-user (keeping promises, being honest)

1 5

6. Flexibility to end-user 1 1

7. Good price-quality ratio 1 2

8. One-stop shopping concept 2 -

9. Good flexible motivated employees 1 -

10. Printing on demand 1 1

11. Standardization data-reception - 2

12. Faster presses - 2

13. Faster workflow - 1

14. Storage for end-users’ files as back-up - 1

15. Good employees - 1

16. Preventive control in the complete production process

- 1 17. Lower prices of materials suppliers - 1

(16)

Question 13: If you could convert your current and prospective service-needs into a new service-product, what would it be?

Belgian customers (6)

1.Standardization in data-reception 5 6

- Information and training from Agfa to end-users about Apogee Create

2 1 - New updates in Apogee workflow to solve problems 1 -

- Pro-active role from Agfa to prevent errors in certain files 1 - - On-site help and training to pre-press employees 1 - - An official document from Agfa to the end-user when a

problem occurs in a file, why these problems occur and how these can be prevented

- 1

2. Benchmarking 5 -

3. Color management 5 4

- Tuning of different color plotters 1 -

- Advice for color management throughout entire production process

2 -

- A color consistency contract 1

4. Remote control 4 5

5. Follow-up on the training 1 1

6. Training on subject color management 1 -

7. Personalized data-base to provide personalized e-mail to customers

2 1 8. Per e-mail information about the intervention 1 -

9. Data-base for employees how to work with hard- and software.

1 2

10. Newsletter from Agfa 2 5

- Information about new relevant technological developments 1 3 - Information about new developments in the applications and

how these can affect the files. Pro-active approach from Agfa how to prevent bugs in files.

- 3

11. Data-storage of customers’ data 1 -

12. Standard Maintenance Service-contract 1 - 13. All-round service employees at Agfa, who know the ins and

outs of the complete production process

1 -

14. Insight cost structure 1 5

15. Quick intervention and break-and fix service 1 4 16. User group association (forum/chatroom) - 2 17. An overview of service-products on the Internet - 1

18. Seminars and workshops - 2

19. Knowledge-quizzes to find out knowledge level employees and a training linked to this

- 2

20. Advice for JDF/MIS integration - 1

21. A grade from Agfa for the pre-press performance - 1 22. Advice from Agfa about printing results on different paper

types

- 1 23. Contact with the customer on regular base to find out needs - 1

24. Service-card - 1

25. Remote proofing - 2

26. Back-up system - 1

(17)

Regarding the current service, Belgian customers said that it takes a long time before problems are solved. Customers expect a quicker intervention when a problem occurs. One of the customers had doubts about the qualifications of the service-people of Agfa. And one of the customers thought the problem lies in the complexity of the equipment in the pre-press.

Customers mentioned that personal contact with the salesman helps them to keep up-to-date about new technologies. This would be more difficult if this relation would not be there.

A Dutch customer made regarding data-reception the following remarks:

“Agfa has the connections in the graphic market to make sure that every printing party in the market gets the same data reception specifications. At the moment Agfa holds on to the prices of Create which is too expensive right now. Agfa should make this system a common user- good with aspects from Apogee as well. Every party in the market will be working with it and Agfa can earn money with this. With the standardization of data reception Agfa should focus on our customers.”

Question 14: Of what value would this new service-product be for you (a survey has been sent to the customers).

Question 15: Do you consider Agfa in the future as a provider of service-products, as a supplier who can take over certain parts of your production process or as a supplier who brings the different parties in the market together to fulfill your service-needs?

Belgian customers consider Agfa to provide product-related services and besides these product-related services a range of additional service-products where the customer can choose from.

Besides a supplier of product-related services, customers want Agfa to work together with other parties in the market to provide the services needed. Agfa should be closely working together with suppliers in the pre- and post-press as well to get the complete production tuned.

One of the customers had the idea that Agfa does not look at the process beyond the pre-press, while this knowledge is unbearable in proving products for the pre-press. The cooperation between suppliers becomes more and more important. Cooperation should take place in the form of a network of partnerships whereby one of the suppliers of service-products can be addressed by the customers. (Nowadays different suppliers provide service-products to a customer and when a problem arises, no one in the network is held responsible for it)

Agfa is expected to know where the customer can get the needed service-products if Agfa is not able to provide a certain service for the pre-press.

Question 16: Do you consider to use consultancy- services in the future to analyze your production process to increase the efficiency, productivity and profitability of your company?

Belgian customers

(6)

(18)

Customers, who are not interested in consultancy, consider consultancy to be too expensive.

Customers think they are the only ones who know all the ins and outs of the production process, and in general they do not want an outsider in the organization. Other customers had bad experiences with consultants. Some of the customers did not consider Agfa as a party to give consultancy for the complete production process.

Question 17: Would you like to work more closely together with Agfa in the future to create mutual value? What would you see as a possible outcome of this cooperation/ partnership?

Belgian customers

(6)

1.We already work closely together with Agfa 2 -

2. Yes creating a win-win situation 4 10

- Information is very important 1 -

- Product development with Agfa 1 2

- Working together to solve difficult problems in the pre-press

1 -

- Learning from each other - 1

- Customized products and services from Agfa - 1 - Quicker problem analysis and solution - 1

3. No. - 1

4. Neutral. - 3

(19)

Question 18: Do you use competing service- products in your production process? If yes, which service-product and from which supplier?

Were these service-products decisive for you to buy the competitor’s product?

Belgian customers

(6)

1. Yes, we use competing products 2 5

- Screen (computer-to-film) 1 -

- Heidelberg (computer-to-film) 1 -

- Heidelberg (CTP) - 1

- Creo (CTP) - 3

- Creo (computer-to-film) - 1

2. Yes, we use competing service products 7 - - MAN-Roland (Standard Maintenance Contract) 2 - - Heidelberg (Intervention, service-contract) 2 1 - Creo (installation, service-contracts) - 4

- Wifac (software, remote support) - 1

Belgian customers differed from opinions about Heidelberg’s service, which is provided by Plantin. Opinions ranged from “a good and quick intervention for the Heidelberg-press” to “a late intervention and a lazy approach when the technicians come for the intervention”. As a disadvantage of Agfa’s service-products in comparison with the competitor’s products, is mentioned that it takes a longer time by Agfa than by Plantin to solve the problem.

The service-products were not decisive by purchasing a competing product, but in the future the service-products will become more important.

Dutch customers mentioned as advantages of Agfa’s service-products in comparison with the competitor’s products: the 18 month warranty and a good analysis of needs in the pre-press.

The service-products were not decisive by purchasing a competing product, but in the future the service-products will become more important.

(20)

Question 19: Which service-product of the

competitor do you consider to be most valuable in your production process?

Belgian customers

(6)

1.Standard Maintenance Contract (MAN-Roland) 1 1

2. Quick intervention 1 1

3. Service-card - 1

4. Information-education center (Tetterode) - 1

5. A fast response-time - 1

6. Good help-desk, agreements and technicians - 1 7. Support when switching to a new technology in

the production process (Wifac)

- 1 8. Custom made service adapted to critical needs - 1

9. Analysis of the process and coming up with solutions for specific needs

- 1

(21)

Appendix 7 Ratings for new corrective services with the scoring technique

Costs:

1. Start-up costs:

2. Marginal costs:

3-year warrantee E-services

Back-up system Service-card

4 (one customer)

7 (seven customers)

1 (zero customers)

2. Competitiveness

1: it is uncertain if customers will pay for this service, as it already takes place informally

1: it is difficult to determine the number of stamps

for the provided service

4: will customers pay

for a search machine, in this

IT world

1: it is uncertain for Agfa how many more revenues can

be generated in these three years

3. Certainty of return

Not profitable:

revenues < costs

Not profitable:

revenues = costs

Profitable:

revenues > costs

Not profitable:

costs > revenues

Profitability

Weighed average

(rounded to integers)

4: Agfa has the right competencies

(network) to provide this service,

low development costs

4: competencies can be partly

leveraged, development costs

low

4: Agfa’s employees are already working

on it, the competencies

are present

10: for a longer warrantee time more service people

(resources) are needed, resulting in

costs

Profitability (commercial success- costs)

7 (service provided by Key Solutions)

7 (currently provided by MAN-Roland)

7 (provided by Howgraphic and

Creo)

7 (provided by Esko-Graphics)

4 4 6 3

1. Market need

7: it will cost Agfa time to find out which customer can

be connected with another, without being competitors

4: service people are needed each

time to provide service, available

at Agfa

1: only people needed to keep e-service up-to-

date, low material and facility costs

7: each time by a breaks down, costs

service people, materials, times when warrantee

extended

Weighed average (rounded to integers)

6 4 2 8

Revenues:

Table A: Ratings for new corrective services regarding the criteria profitability

(22)

10: facilities present, Agfa only

has to connect its customers

7: service people available, but have

to be trained to deal with service-

card customers

10: Agfa’s employees are working on it, immediately

available

7: service people are scarce but available to provide

service

4: little evidence that Agfa organized a comparable service in the past

7: service people already have experience with service contract

customers

7: Agfa has provided a comparable

service in Apogee

4: little evidence, Agfa has provided

no comparable service, only 18 months warrantee

2. Demonstrated feasibility

Rate = 7 Feasible

Rate = 8 Feasible

Rate = 5 Not feasible

Feasibility:

Average (rounded to integers)

Feasibility rate

7 7 8 5

1. Availability of people and facilities

Back-up system Service-card E-services 3 year Warrantee

Table B: Ratings for new corrective services regarding the criteria feasibility

(23)

Appendix 8 Ratings for new preventive services with the scoring technique

Costs:

1. Start-up costs

Preventive Standard Maintenance Remote control

Color consistency service contract

10 (nine customers)

4 (one customer)

2. Competitiveness

7: customers will pay for this service as it prevents their process of a breakdown

7: customers will pay for this service as it prevents color

inconsistency, which is costly

4: difficult to forecast which parts should be replaced, claims from customers .

Profitable:

revenues > costs

Profitable:

revenues > costs

Not profitable:

revenues = costs

Profitability

Weighed average

7: Agfa has opportunities to

leverage, but development costs

are quite high

4: competencies to leverage, knowledge present at Agfa concerning color management

7: opportunities to leverage some knowledge, but

high costs to obtain the knowledge

10 (not provided currently or prospectively)

4 (Online Grafics, Heidelberg, MEGAsupport, MAN-

Roland)

7 (MAN- Roland, Heidelberg)

9 7 5

1. Market need 2. Marginal costs

4: some service people needed to

watch the equipment, and control it, available

within Agfa

4: each time service people need to conduct color checks and provide service, low material costs

4: each time service people need to conduct

preventive checks and provide service

5 4 5

Revenues:

Table A: Ratings for new preventive services regarding the criteria profitability

(24)

7: facilities present, Agfa has to further develop this service

7: service people available, but have

to be trained to do color checks

7: service people available, but

have to be trained to do

checks 7: evidence that

Agfa already has experience with providing remote support

7: Agfa has experience with

this service in other countries:

Italy

4: little evidence of demonstrated feasibility with

comparable service

Rate = 7 Feasible

Average(rounded to integers)

7 7 6

Preventive Standard Maintenance Remote control

Color consistency service contract Feasibility

Table B: Ratings for new preventive services regarding the criteria feasibility

(25)

Appendix 9 Ratings for new professional services with the scoring technique

New professional training services:

Costs:

1. Start-up costs

Revenues:

Training on organizational

subjects Training on

subject color management Training on

subject Special Packaging

Training from Agfa to end-

users

4 (one customer)

4 (three

customers) 4 (one customer) 4 (one customer)

2. Competitiveness

7: special packaging it the new trend among packaging

customers, knowledge needed

7: this service prevents delays in

the customers’

pre-press

7: customers want enough knowledge to manage colors

themselves

7: information is needed by customers about

organizing the organization

Not profitable:

revenues < costs

Profitable:

revenues >costs

Profitable:

revenues > costs

Not profitable:

revenues = costs

Profitability

Weighed average

10: no opportunities to leverage competencies as

these are not available, resources

weak

4: Agfa’s competencies from Apogee Create can be leveraged, low development costs

4: knowledge about colors is leveraged, low development

costs

7: no opportunities to leverage knowledge, resources weak

7 (provided by Esko-Graphics)

7 (service provided by Creo)

7 (MEGAsupport,

MAN-Roland)

7 (Heidelberg)

5 5 5 5

1. Market need 2. Marginal costs

4: external people needed, but not many materials, facilities needed to

provide service

1: people, materials or available within

Agfa

1: people, materials,

facilities available within

Agfa

4: external people needed, but not many materials, facilities needed to

provide service

6 2 2 5

Table A: Ratings for new professional training services regarding the criteria profitability

(26)

1: not enough knowledge within Agfa about special packaging, people have to be hired

7: service people available, no facilities needed, Apogee Create is

enough

7: Resources available, but in

demand

4: Shortage in key areas, professional speakers must be

hired 4: little evidence

that Agfa provided comparable service

to packaging customers

10: Agfa demonstrated experience with

this in Apogee Create

10: feasibility demonstrated in

tuning plotters and providing

training

4: little evidence, Agfa has provided

no comparable service

Rate = 8 Feasible

Average(rounded to integers)

2 8 8 4

Training on organizational

subjects Training on

subject color management Training on

subject Special Packaging

Training from Agfa to end-

users Feasibility

Table B: Ratings for new professional training services regarding the criteria feasibility