by Cassandra Balentine
Print providers expand operations to attract new business and offer more to existing clients. It is important to remember that diversification isn’t about doing it all—it’s about doing more.
James Tressler, EVP, C.P. Bourg Inc., sees a fascinating shift in the print industry. As digital handles the “noise,” print is becoming the “signal” for high-value communication. “To capitalize on this ‘print is prestigious’ surge, print providers should move from being commodity manufacturers to creative consultants,” he advises.
Above: SnapPress built its platform specifically for printers who want to add labels without adding layers of complexity, staffing, or workflow headaches.
Where to Start
One of the most effective first steps print providers can take toward diversification is to examine their existing customer base and identify unmet needs.
“Diversification often starts by looking at what’s already walking through your door. Most print providers already serve customers buying labels, packaging, decals, compliance graphics, and short-run product branding. They’re just outsourcing parts of it, losing margin, or turning down jobs they aren’t equipped to handle efficiently. The opportunity isn’t finding new customers—it’s capturing more of the business their customers already need,” notes Amanda Bacon-Davis, VP of ink and influence, SnapPress.
Therefore, rather than focusing solely on the products and services they already offer, providers should look at what customers are purchasing elsewhere and why. “By understanding these gaps, whether in related services, solutions, or adjacent capabilities, print providers can uncover natural opportunities to expand their offerings in ways that align with established customer relationships and existing trust,” shares Douglas Cole, senior production print manager, Sharp Imaging and Information Company of America.
“Are they buying labels and flexible packaging from someone else? If so, consider if this is a big enough opportunity to invest in new equipment so you can serve current customers with new applications,” echoes Angie Mohni, chief marketing officer, Nobelus.
Bryan Matlock, senior director, software sales, continuous feed, and Steven Webster, director, professional and industrial services, Ricoh USA, suggest diversification should start with a clear assessment of demand versus margin reality. “Print providers can’t afford to chase new categories simply because they’re visible or trending. Wide format is a common example. Expanding into applications where demand is limited or pricing pressure is intense often introduces complexity without delivering meaningful profit. Growth only works when the economics support it.”
Industry connections like successful peers, vendors, and other print service providers (PSPs) with a similar business profile are a great resource. “Begin with your vendor base, particularly your print engine provider. Ask them about other markets and applications they have seen their customers diversify into. How did they do it? Why did they do it? Then expand to other vendors like finishing equipment, media/ink suppliers, etc. Vendors have a wealth of knowledge and are generally happy to share. Your peers and other PSPs can also be helpful teachers, especially if they have gone through diversification firsthand. They can provide practical insight into benefits, things to watch out for, and things you just shouldn’t do,” offers Mohni.
From there, take an honest inventory of your true core assets. That includes equipment and workflow, but equally important are customer relationships, operational strengths, and institutional knowledge. Matlock and Webster point out that successful diversification is rarely about starting from scratch; it’s about extending what already works. Building on existing assets—rather than committing prematurely to major new investments—reduces risk and accelerates returns.
It is important not to overlook in-house talent during these assessments. Providers should understand the capabilities their teams already possess and where those skills can be elevated or scaled through targeted investment, whether in training, automation, or software. “At the same time, the industry faces ongoing attrition in competency and legacy expertise. The skills available today may not exist five years from now. If diversification is part of the long-term strategy, investment in people and knowhow needs to begin now. Knowing your assets and acting early creates a strong foundation for diversification,” state Matlock and Webster.
Paths Forward
In addition to organizational assessments, certain equipment and application focuses offer diversification routes, including embellishments and technologies that enhance the print experience.
One of the most common paths to expanding a print business is investing in workflow automation. Cole shares that by streamlining production and administrative processes, print providers can increase efficiency, improve profitability, and expand overall capacity without adding significant overhead. “This automation not only reduces costs and errors but also frees up time and resources, allowing leadership and staff to focus on exploring and developing new services, solutions, or business opportunities beyond traditional print.”
Tressler encourages print providers to invest in digital finishing like foil, spot UV, and embossing. “These tactile elements are things a screen simply cannot replicate and are the hallmark of ‘prestige’ print.”
Some providers miss opportunities to enhance the overall output and customer experience by not exploring complementary technologies, such as digital embellishment using five- or six-color printing. “These tools add value, differentiate offerings, and open the door to higher margin applications, but only when integrated into a broader, technology-driven strategy,” comments Cole.
Matlock and Webster liken this to leading with equipment instead of strategy, noting one common mistake is investing in new presses or software before defining the business problem they’re meant to solve or how they fit into the overall operating model.
Additionally, consider use of NFC tags, quick response codes, and augmented reality to help turn physical documents into digital portals. “This makes the printed piece a high-end key to a digital experience,” adds Tressler.
Bacon-Davis feels that one of the most natural expansion paths right now is label production because labels are one of the fastest-growing segments in print, while many traditional print categories remain flat or continue to decline. “More products, more SKUs, faster launches, and shorter runs have completely changed what brands need from print providers. Unlike banners or one-time signage projects, labels reorder constantly. That makes them less of a project and more of a recurring revenue stream.”
Packaging is another area with a lot of potential. With the rise of ecommerce and boutique brands, Tressler points to massive demand for high-quality, customized packaging that enhances the ‘unboxing’ experience.
Specialty substrates also play a role in expanding applications. Cole feels that clients looking to diversify their print business should explore markets that require specialized materials rather than competing solely in commoditized print segments. “Focusing on substrates such as sustainable, synthetic, or waterproof materials can open the door to new applications and industries, including outdoor signage, packaging, industrial labels, and environmentally conscious brands. These materials often command higher margins and allow print providers to differentiate their offerings while meeting emerging customer demands,” offers Cole.
Tressler suggests moving beyond standard 80 lb gloss and offering unique textures like wood veneer, synthetic “never-tear” papers, or heavy recycled stocks to position you as a premium artisan.
Last but not least, utilize digital print’s ability to cost effectively offer personalization. “Use variable data printing for more than just names. High-end direct mail that uses customer data to create bespoke imagery or offers feels like an invitation, not an advertisement,” notes Tressler.
Understanding Your Business
While investing in new hardware or software to support additional applications can create new capabilities, Matlock and Webster argue that it doesn’t automatically result in profitable growth. “In many cases, providers pursue innovation without fully understanding its impact on margins, workflow complexity, or customer demand.”
Mohni warns against underestimating the time needed to get a new market segment up and running. “Diversification includes everything from creating demand and filling your sales pipeline to getting new equipment installed and training operators. The learning curve on new equipment always takes longer than you think, so plan accordingly.”
An effective approach starts with leadership alignment and trust. “Expansion requires a clear understanding of what the business does well today and how new offerings fit into a longer term strategy. That means going beyond technology decisions and examining who influences growth, how customers buy, and whether the organization is structured to support change,” stress Matlock and Webster.
Matlock and Webster feel that new services introduce additional process requirements, staffing considerations, and service expectations that can strain an organization if they’re not addressed upfront. Sustainable expansion depends on trusting the leadership team to assess readiness, validate capabilities, and guide decisions based on facts rather than assumptions. “Ultimately, the most successful growth paths are driven by disciplined execution, operational clarity, and strong leadership, rather than by technology investment alone.”
Challenges Along the Way
Bacon-Davis says the biggest mistake she sees PSPs make when diversifying is assuming they need to reinvent their business overnight. “They overcomplicate it. The shops that succeed don’t try to reinvent themselves overnight. They start with a few repeat jobs, learn the margins, and grow from there. Diversification works best when it feels operationally manageable, not chaotic.”
Cole points to the misstep of focusing exclusively on hardware and not supporting technologies that enable scalability and efficiency. “For example, without investing in automated MIS or ERP systems and web to print solutions, new equipment alone often fails to deliver meaningful growth or profitability.”
Matlock and Webster warn that diversification should not be a manufacturing decision. “Traditional inputs and outputs have changed. Value creation increasingly happens beyond production, yet many providers still focus only on the plant floor.”
Matlock and Webster encourage print providers to drill down on understanding core assets before expanding. “Providers often diversify without a clear view of their true strengths—people, processes, customer relationships—resulting in more work without meaningful margin improvement.”
Mohni suggests taking your time when evaluating your options. “Make sure that whatever option you choose aligns with your overall value proposition as a company and with your values as an organization. In addition, involve as many functional areas as possible in the evaluation and decision-making process. Getting your internal team on board and, more importantly, excited about these new opportunities will go a long way to achieving success, especially when things don’t go 100 percent to plan. And realistically, everyone knows there will be challenges along the way.”
It is important not to make decisions based on assumptions, but rather validated demand. Doing so avoids offerings that are technically possible but commercially weak, say Matlock and Webster.
Another pitfall to avoid is treating new services as side projects. “When diversification efforts aren’t fully integrated into the business—with ownership, process alignment, and accountability—they struggle to scale,” they comment.
This also applies to sales. “Sales teams are often insufficiently trained to sell new services, limiting adoption and return on investment,” comment Matlock and Webster.
Topline expansion without improvements in margin, scalability, or competitive position can ultimately weaken the business, they add.
While automation is all the rage, automating too early can be a mistake. Matlock and Webster warn that if providers add automation before demand, workflow maturity, or sales readiness are established, they’ll increase cost and complexity prematurely.
Bacon-Davis points out that systems matter. “At SnapPress, we built the platform specifically for printers who want to add labels without adding layers of complexity, staffing, or workflow headaches. The press, software, workflow tools, and support are engineered to work together so shops can start producing confidently and profitably much faster than the traditional ‘piece it together and hope for the best’ model.”
Adding Value Through Applications
Print providers have many ways to expand applications to offer more to existing clients and broaden revenue opportunities. From finishing to workflow, the first step is an operational assessment. Find ways to leverage existing equipment and staff to limit the need for additional investments and consider the actual profit potential before jumping in.
Matlock and Webster offer several tips, including clearly defining the offering, choosing the right customers first, limiting initial scale, deliver manually before automating, price honestly and sustainably, assign clear ownership, track the right metrics, follow up with customers consistently, and make fast go/no go decisions.
Check out our webinar on this topic, dpsmagazine.com/webinar.
Jul2026, DPS Magazine
