The economic forces of supply and demand
are particularly strong in the
business of selling highly productive
machinery. Within the printing industry,
supply and demand often feels like a curse
to equipment suppliers when they need
to determine a satisfactory allowance for
taking back a client’s machine, while also
making sure that take-back allowance is
the correct figure based on current business
conditions.
As a certified equipment appraiser
who also happens to sell new and used
printing machines, I have over three
decades of experience diagnosing this
take-back allowance in relation to market
supply and demand. While I have
seen several peaks and valleys for the
value of trade-in equipment, I can point
to three memorable periods for machine
manufacturers over the past 25 years.
The dates are 1990, 2001 and 2008.
The year 1990, well before mass public
adoption of World Wide Web technologies,
was an especially buoyant period for
stable used machinery values. The advent
of the “off-press” control console was essentially
the only major labour saving
tool up to this point. The secondary market
was still not affected by this feature
and resulted in consistently positive machine
resale prices. Stories abound – and
I’ve heard them in all shapes and forms –
for how a company actually sold a used
press for the same or more than they
originally paid. That period and the earlier
1972 to 1990 era spawned these urban
legends.
The year 2001, which I suggest as the industry’s
final period of strong used-press
value, ended abruptly because of the dotcom
bubble burst and the tragedy of 9/11.
These major events impacting financial
markets were then exacerbated by a complete
flip of FX currencies. Demand disappeared
for both new and used
equipment – a giant sucking sound as
markets re-trenched and stopped growing.
In fact, both the United States and Canadian
markets declined for a rare time.
Nothing however, even the two previous
periods (1990 and 2001), can compare to
the year of 2008. This year marked a period
– essentially 2 ½ years – of depressed
press values, dwarfing both 1990 and 2001
in new ways and with special hardships
that also included a new formidable opponent
– a matured World Wide Web.
Costs were everything. The new era of the
Web, often described as Web 2.0, received
a huge shot of cheap and cheerful adrenaline
– mobile and smart-phone computing.
Printers simply could not provide
such interactive and immediate delivery of
communications, particularly at such low
production costs. As a result, the value of
graphic-arts machinery dropped like coveralls
at quitting time.
These prior periods were very good for
manufacturers based on the primary factors
of limited machine availability and a
slow technology curve – sending trade-in
values higher. Demand was strong for
new, slightly more automated machinery,
which created better residual values for
secondhand machines.
However, each one of these peak-value
years, 1990, 2001 and 2008, were quickly
followed by severe recessions in which
machinery values never fully recovered.
New machine prices did not proportionately
increase, as in the past, for such machinery.
This supply-and-demand
environment is very evident today, during
the printing industry’s bounce back
from two years of horrible economic conditions.
Printer pressure and
supplier pricing
Many printers who entered equipment
contracts prior to 2008 now feel the need
to revisit or update these contracts because
of a very nasty problem. As we say
in the machinery business, their contracts
today appear to be “upside down,” meaning
their machinery is worth less than
what they owe. The industry at large
began feeling the effects of the cheaper
cost of new technology and lower demand
for it.
Several factors can lead to this upsidedown
equipment value. In essence, it
seems as if the printer paid too much for
the machinery when the cost is translated
into 2011 dollars. Of course, the price of
the machinery was not too intrusive back
when the contract was signed. A second
major factor leading to the upside-down
value often stems from the contract terms
of a lease or conditional sale that required
very little money up front – as clearly reflected
in payment schedules.
Eighty-four month contracts are designed
to reduce monthly payments on
major equipment purchases, but I have
seen such contracts come back to haunt
many printers. This was very evident as
several printers struggled through the
most recent, mortgage-bubble inspired
downturn. In fact, some struggling printers
would have been forced to restructure
such contracts by adding even more term,
lengthening the contract in a way that
made the asset even more lopsided. The
longer the term, the higher the likelihood
of a negative value.
This upside-down trade-in value also
creates major challenges for equipment
suppliers as they approach rebounding
investment in printing technology. I
doubt any equipment salesperson enjoys
breaking the news of such low trade-in allowances
to customers, who, more often
than not, are unaware of these supplyand-
demand conditions. In fact, most
suppliers absolutely fear discussing a low
trade-in allowance.
In the past, when they could work with
partnering finance companies, equipment
suppliers had the option to build in
some or all of the paper loss into the new
machine. This strategy is now almost impossible
to implement.
Moreover, a great many printers, who
believed they were somewhat protected by
the manufacturer, instead find that most
finance companies are unsympathetic to a
reduction in asset value. They expect and
demand payments for the full payout to be
honoured, which in turn creates a lot of
angry printers with little good to say about
the supplier or financier.
Equipment suppliers are generally not
financing your machine. This is difficult
to understand for some, as maybe the
contract and finance were combined, so
that when crisis of cash flow hits, a
printer somehow expects a sympathetic
ear from the supplier. Not so, and the guy
or gal you find yourself talking to knows
very little about print, but a whole lot
about your signed financial commitment.
It is not as if printers are being misled
by their suppliers, however. There simply
may not be a financial method to prevent
such scenarios when rapid declines in
market value hit without warning. Assuming
a higher payment structure is not
answer, because it is not always possible
for a printer to increase their monthly
payments in order to pay down a debt,
when an asset value is falling at a pace
faster than at which the investment can
be paid off. Under the new challenges of
running a printing business, do you really
want to own and have a machine beyond
the loan anyway.
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