Postcard in Rogers MN
Digital printing in Minnesota has been a door opener for many businesses. Because printers sell the same thing as everyone else, everyone tries to claim that their service, quality and price are better than others. For this reason, every printer has to find something that would separate them from everyone else. And some business owners find that they have increased productivity after using digital technology and short run processes. Somehow, these gains can be credited to a combination of better pricing and more efficient press performance. Let’s say you have greeting cards that need to be printed. Obsolete inventory through the use of short run digital press can be eliminated.
Postcard in Rogers MN
This is because with this technology you can print only the needed cards, thus, resulting to orders printed in the exact quantity required. But just the same this kind of printing system is not for everyone. There are risks and changes that need to be dealt with. Nevertheless, the printing industry will continue to change and improve in the years to come. Thus, all business owners and companies have to do is to determine whether this certain printing technique is what they need.
Digital Printing + Short Run Process Color Brochure Printing
For other uses, see Kodak (disambiguation). The Eastman Kodak Company (referred to simply as Kodak) is an American technology company that produces imaging products with its historic basis on photography. The company is headquartered in Rochester, New York and is incorporated in New Jersey. Kodak provides packaging, functional printing, graphic communications and professional services for businesses around the world. Its main business segments are Print Systems, Enterprise Inkjet Systems, Micro 3D Printing and Packaging, Software and Solutions, and Consumer and Film. It is best known for photographic film products. Kodak was founded by George Eastman and Henry A. Strong on September 4, 1888. During most of the 20th century, Kodak held a dominant position in photographic film. The company's ubiquity was such that its "Kodak moment" tagline entered the common lexicon to describe a personal event that was demanded to be recorded for posterity. Kodak began to struggle financially in the late 1990s, as a result of the decline in sales of photographic film and its slowness in transitioning to digital photography. As a part of a turnaround strategy, Kodak began to focus on digital photography and digital printing, and attempted to generate revenues through aggressive patent litigation. In January 2012, Kodak filed for Chapter 11 bankruptcy protection in the United States District Court for the Southern District of New York. In February 2012, Kodak announced that it would stop making digital cameras, pocket video cameras and digital picture frames and focus on the corporate digital imaging market. In August 2012, Kodak announced its intention to sell its photographic film, commercial scanners and kiosk operations, as a measure to emerge from bankruptcy, but not its motion picture film operations. In January 2013, the Court approved financing for Kodak to emerge from bankruptcy by mid 2013. Kodak sold many of its patents for approximately $525,000,000 to a group of companies (including Apple, Google, Facebook, Amazon, Microsoft, Samsung, Adobe Systems and HTC) under the names Intellectual Ventures and RPX Corporation. On September 3, 2013, the company emerged from bankruptcy having shed its large legacy liabilities and exited several businesses. Personalized Imaging and Document Imaging are now part of Kodak Alaris, a separate company owned by the UK-based Kodak Pension Plan. On March 12, 2014, it announced that the board of directors had elected Jeffrey J. Clarke as chief executive officer and a member of its board of directors. The Kodak factory and main office in Rochester, circa 1910 From the company's founding by George Eastman in 1888, Kodak followed the razor and blades strategy of selling inexpensive cameras and making large margins from consumables – film, chemicals and paper. As late as 1976, Kodak commanded 90% of film sales and 85% of camera sales in the U.S. Japanese competitor Fujifilm entered the U.S. market (via Fuji Photo Film U.S.A.) with lower-priced film and supplies, but Kodak did not believe that American consumers would ever desert its brand. Kodak passed on the opportunity to become the official film of the 1984 Los Angeles Olympics; Fuji won these sponsorship rights, which gave it a permanent foothold in the marketplace. Fuji opened a film plant in the U.S., and its aggressive marketing and price cutting began taking market share from Kodak. Fuji went from a 10% share in the early 1990s to 17% in 1997. Fuji also made headway into the professional market with specialty transparency films such as Velvia and Provia, which competed successfully with Kodak's signature professional product, Kodachrome, but used the more economical and common E-6 processing machines which were standard in most processing labs, rather than the dedicated machines required by Kodachrome. Fuji's films soon also found a competitive edge in higher-speed negative films, with a tighter grain structure. In May 1995, Kodak filed a petition with the US Commerce Department under section 301 of the Commerce Act arguing that its poor performance in the Japanese market was a direct result of unfair practices adopted by Fuji. The complaint was lodged by the United States with the World Trade Organization. On January 30, 1998, the WTO announced a "sweeping rejection of Kodak's complaints" about the film market in Japan. Kodak's financial results for the year ending December 1997 showed that company's revenues dropped from $15.97 billion in 1996 to $14.36 billion in 1997, a fall of more than 10%; its net earnings went from $1.29 billion to just $5 million for the same period. Kodak's market share declined from 80.1% to 74.7% in the United States, a one-year drop of five percentage points that had observers suggesting that Kodak was slow to react to changes and underestimated its rivals. Although from the 1970s both Fuji and Kodak recognized the upcoming threat of digital photography, and although both sought diversification as a mitigation strategy, Fuji was more successful at diversification. The Kodak 'K' logo was introduced in 1971. The version seen here – with the 'Kodak' name in a more modern typeface – was used from 1987 until the logo's discontinuation in 2006, but later used again in 2016 Kodak logo from 2006 to 2016 Although Kodak developed a digital camera in 1975, the first of its kind, the product was dropped for fear it would threaten Kodak's photographic film business. In the 1990s, Kodak planned a decade-long journey to move to digital technology. CEO George M. C. Fisher reached out[clarification needed] to Microsoft and other new consumer merchandisers. Apple's pioneering QuickTake consumer digital cameras, introduced in 1994, had the Apple label but were produced by Kodak. The DC-20 and DC-25 launched in 1996. Overall, though, there was little implementation of the new digital strategy. Kodak's core business faced no pressure from competing technologies, and as Kodak executives could not fathom a world without traditional film there was little incentive to deviate from that course. Consumers gradually switched to the digital offering from companies such as Sony. In 2001 film sales dropped, which was attributed by Kodak to the financial shocks caused by the September 11 attacks. Executives hoped that Kodak might be able to slow the shift to digital through aggressive marketing. Under Daniel Carp, Fisher's successor as CEO, Kodak made its move in the digital camera market, with its EasyShare family of digital cameras. Kodak spent tremendous resources studying customer behavior, finding out that women in particular loved taking digital photos but were frustrated in moving them to their computers. This key unmet consumer need became a major opportunity. Once Kodak got its product development machine started, it released a wide range of products which made it easy to share photos via PCs. One of their key innovations was a printer dock, where consumers could insert their cameras into this compact device, press a button, and watch their photos roll out. By 2005, Kodak ranked No. 1 in the U.S. in digital camera sales that surged 40% to $5.7 billion. Despite the high growth, Kodak failed to anticipate how fast digital cameras became commodities, with low profit margins, as more companies entered the market in the mid-2000s. In 2001 Kodak held the No. 2 spot in U.S. digital camera sales (behind Sony) but it lost $60 on every camera sold, while there was also a dispute between employees from its digital and film divisions. The film business, where Kodak enjoyed high profit margins, fell 18% in 2005. The combination of these two factors resulted in disappointing profits overall. Its digital cameras soon became undercut by Asian competitors that could produce their offerings more cheaply. Kodak had a 27% market-leading share in 1999, that dwindled to 15% by 2003. In 2007 Kodak was No. 4 in U.S. digital camera sales with a 9.6% share, and by 2010 it held 7% in seventh place behind Canon, Sony, Nikon and others, according to research firm IDC. Also an ever-smaller percentage of digital pictures were being taken on dedicated digital cameras, being gradually displaced in the late 2000s by cameras on cellphones, smartphones, and tablets. The decline of camera film to digital greatly affected Kodak's business. Kodak's main headquarters in Rochester, New York Kodak then began a strategy shift: Previously Kodak had done everything in-house, but CEO Antonio Pérez shut down film factories and eliminated 27,000 jobs as it outsourced its manufacturing. Pérez invested heavily in digital technologies and new services that capitalized on its technology innovation to boost profit margins. He also spent hundreds of millions of dollars to build up a high-margin printer ink business to replace shriveling film sales. Kodak's ink strategy rejected the razor and blades business model used by the dominant market leader Hewlett-Packard in that Kodak's printers were expensive but the ink was cheaper. As of 2011, these new lines of inkjet printers were said to be on verge of turning a profit, although some analysts were skeptical as printouts had been replaced gradually by electronic copies on computers, tablets, and smartphones. Home photograph printers, high-speed commercial inkjet presses, workflow software, and packaging were viewed as the company's new core businesses, with sales from those four businesses projected to double to nearly $2 billion in revenue in 2013 and account for 25% of all sales. However, while Kodak named home printers as a core business as late as August 2012, at the end of September declining sales forced Kodak to announce an exit from the consumer inkjet market. Kodak has also turned to litigation in order to generate revenue. In 2010, it received $838 million from patent licensing that included a settlement with LG. In 2011, despite the turnaround progress, Kodak rapidly used up its cash reserves, stoking fears of bankruptcy; it had $957 million in cash in June 2011, down from $1.6 billion in January 2001. In 2011, Kodak reportedly explored selling off or licensing its vast portfolio of patents in order to stave off bankruptcy. By January 2012, analysts suggested that the company could enter bankruptcy followed by an auction of its patents, as it was reported to be in talks with Citigroup to provide debtor-in-possession financing. This was confirmed on January 19, 2012, when the company filed for Chapter 11 bankruptcy protection and obtained a $950 million, 18-month credit facility from Citigroup to enable it to continue operations. Under the terms of its bankruptcy protection, Kodak had a deadline of February 15, 2013 to produce a reorganization plan. In April 2013, Kodak showed its first Micro Four Thirds camera, to be manufactured by JK Imaging. On September 3, 2013, Kodak announced that it emerged from bankruptcy as a technology company focused on imaging for business. Its main business segments are Digital Printing & Enterprise and Graphics, Entertainment & Commercial Films. On March 12, 2014, Kodak announced that Jeffrey J. Clarke had been named the new CEO. On January 1, 2015, Kodak announced a new five business division structure; Print Systems, Enterprise Inkjet Systems, Micro 3D Printing and Packaging, Software and Solutions, and Consumer and Film. An original Kodak camera, complete with box, camera, case, felt lens plug, manual, memorandum and viewfinder card An advertisement from The Photographic Herald and Amateur Sportsman (November 1889) Advertisement for a folding "pocket" Kodak camera (August 1900) A Brownie No 2. camera Eastman Kodak Non Curling 116 Film (Expired: 1925) Kodak Camera Center, Tennessee, ca. 1930-1945 Kodachrome II - Film for color slides Main article: List of products manufactured by Kodak Kodak provides packaging, functional printing, graphic communications and professional services for businesses around the world. Its main business segments are Print Systems, Enterprise Inkjet Systems, Micro 3D Printing and Packaging, Software and Solutions, and Consumer and Film. Kodak provides high-speed, high-volume commercial inkjet, and color and black-and-white electrophotographic printing equipment and related consumables and services. It has an installed base of more than 5,000 units. Its Prosper platform uses Stream inkjet technology, which delivers a continuous flow of ink that enables constant and consistent operation, with uniform size and accurate placement, even at very high print speeds. Applications for Prosper include publishing, commercial print, direct mail, and packaging. The business also includes the customer base of Kodak VersaMark products. The NexPress platform is used for printing short-run, personalized print applications for purposes such as direct mail, books, marketing collateral and photo products. The Digimaster platform uses monochrome electrophotographic printing technology to create high-quality printing of statements, short-run books, corporate documentation, manuals and direct mail. Kodak designs and manufactures products for flexography printing. Its Flexcel line of flexo printing systems allow label printers to produce their own digital plates for customized flexo printing and flexible printed packaging. The company currently has strategic relationships with worldwide touch-panel sensor leaders, such as the partnerships with UniPixel announced on April 16, 2013 and Kingsbury Corp. launched on June 27, 2013. Enterprise professional services offers print and managed media services, brand protection solutions and services, and document management services to enterprise customers, including government, pharmaceuticals, and health, consumer and luxury good products, retail and finance. In 1997, Heidelberg Printing Machines AG and Eastman Kodak Co. had created the Nexpress Solutions LLC joint venture to develop a digital color printing press for the high-end market segment. Heidelberg acquired Eastman Kodak Co.'s Office Imaging black and white digital printing activities in 1999. In 2000, they had launched Digimaster 9110 - Black & White Production Printer and NexPress 2100 Digital Color Press. In March 2004, Heidelberg transferred its Digital Print division to Eastman Kodak Co. under mutual agreement. Kodak continues to research and develop Digital Printing Systems and introduced more products. At present, Kodak has commercial Web-fed presses, commercial imprinting systems - Prosper, VersaMark and commercial sheet-fed press - NexPress digital production color press, DIGIMASTER HD digital black and white production printer. Kodak entered into consumer inkjet photo printers in a joint venture with manufacturer Lexmark in 1999 with the Kodak Personal Picture Maker. In February 2007, Kodak re-entered the market with a new product line of All-In-One (AiO) inkjet printers that employ several technologies marketed as Kodacolor Technology. Advertising emphasizes low price for ink cartridges rather than for the printers themselves. Kodak announced plans to stop selling inkjet printers in 2013 as it focuses on commercial printing, but will still sell ink. Kodak's graphics business consists of computer to plate (CTP) devices, which Kodak first launched in 1995 when the company introduced the first thermal CTP to market. In CTP, an output device exposes a digital image using SQUAREspot laser imaging technology directly to an aluminum surface (printing plate), which is then mounted onto a printing press to reproduce the image. Kodak's Graphics portfolio includes front-end controllers, production workflow software, CTP output devices, and digital plates. Kodak’s Global Technical Services ("GTS") for Commercial Imaging is focused on selling service contracts for Kodak products, including the following service categories: field services, customer support services, educational services, and professional services. Kodak's Entertainment Imaging and Commercial Film group ("E&CF") encompasses its motion picture film business, providing motion imaging products (camera negative, intermediate, print and archival film), services and technology for the professional motion picture and exhibition industries. E&CF also offers Aerial and Industrial Films including KODAK Printed Circuit Board film, and delivers external sales for the company’s component businesses: Polyester Film, Specialty Chemicals, Inks and Dispersions and Solvent Recovery. The Kodak company played a role in the invention and development of the motion picture industry. Many cinema and TV productions are shot on Kodak film stocks. The company helped set the standard of 35mm film, and introduced the 16mm film format for home movie use and lower budget film productions. The home market-oriented 8mm and Super 8 formats were also developed by Kodak. Kodak also entered the professional television production video tape market, briefly in the mid-1980s, under the product portfolio name of Eastman Professional Video Tape Products. In 1990, Kodak launched a Worldwide Student Program working with university faculty throughout the world to help nurture the future generation of film-makers. Kodak formed Educational Advisory Councils in the US, Europe and Asia made up of deans and chairs of some of the most prestigious film schools throughout the world to help guide the development of their program. Kodak previously owned the visual effects film post-production facilities Cinesite in Los Angeles and London and also LaserPacific in Los Angeles. Kodak sold Cinesite to Endless LLP, an independent British private equity house. Kodak previously sold LaserPacific and its subsidiaries Laser-Edit, Inc, and Pacific Video, Inc., in April 2010 for an undisclosed sum to TeleCorps Holdings, Inc. Kodak also sold Pro-Tek Media Preservation Services, a film storage company in Burbank, California, in October 2013. Aside from technical phone support for its products, Kodak offers onsite service for other devices such as document scanners, data storage systems (optical, tape, and disk), printers, inkjet printing presses, microfilm/microfiche equipment, photograph kiosks, and photocopiers, for which it despatches technicians who make repairs in the field. Kodak markets Picture CDs and other photo products such as calendars, photo books and photo enlargements through retail partners such as CVS, Walmart and Target and through its Kodak Gallery online service, formerly known as Ofoto. A Kodak Instamatic 104 On January 13, 2004, Kodak announced it would stop marketing traditional still film cameras (excluding disposable cameras) in the United States, Canada and Western Europe, but would continue to sell film cameras in India, Latin America, Eastern Europe and China. By the end of 2005, Kodak ceased manufacturing cameras that used the Advanced Photo System. Kodak licensed the manufacture of Kodak branded cameras to Vivitar in 2005 and 2006. After 2007 Kodak did not license the manufacture of any film camera with the Kodak name. After losing a patent battle with Polaroid Corporation, Kodak left the instant camera business on January 9, 1986. The Kodak instant camera included models known as the Kodamatic and the Colorburst. Polaroid was awarded damages in the patent trial in the amount of $909,457,567, a record at the time. (Polaroid Corp. v. Eastman Kodak Co., U.S. District Court District of Massachusetts, decided October 12, 1990, case no. 76-1634-MA. Published in the U.S. Patent Quarterly as 16 USPQ2d 1481). See also the following cases: Polaroid Corp. v. Eastman Kodak Co., 641 F.Supp. 828 [228 USPQ 305] (D. Mass. 1985), stay denied, 833 F.2d 930 [5 USPQ2d 1080] (Fed. Cir.), aff'd, 789 F.2d 1556 [229 USPQ 561] (Fed. Cir.), cert. denied, 479 U.S. 850 (1986). Kodak was the exclusive supplier of negatives for Polaroid cameras from 1963 until 1969, when Polaroid chose to manufacture its own instant film. As part of its move toward higher end products, Kodak announced on September 15, 2006 that the new Leica M8 camera incorporates Kodak's KAF-10500 image sensor. This was the second recent partnership between Kodak and the German optical manufacturer. In 2011, Kodak sold its Image Sensor Solutions business to Platinum Equity, which subsequently renamed it Truesense Imaging, Inc. Main articles: Kodak DCS and Kodak EasyShare A Kodak Easyshare Z1015 IS digital camera Many of Kodak's early compact digital cameras were designed and built by Chinon Industries, a Japanese camera manufacturer. In 2004, Kodak Japan acquired Chinon and many of its engineers and designers joined Kodak Japan. The Kodak DCS series of digital single-lens reflex cameras and digital camera backs were released by Kodak in the 1990s and 2000s, and discontinued in 2005. They were based on existing 35mm film SLRs from Nikon and Canon and the range included the original Kodak DCS, the first commercially available digital SLR. In July 2006, Kodak announced that Flextronics would manufacture and help design its digital cameras. Kodak first entered the digital picture frame market with the Kodak Smart Picture Frame in the fourth quarter of 2000. It was designed by Weave Innovations and licensed to Kodak with an exclusive relationship with Weave's StoryBox online photo network. Smart Frame owners connected to the network via an analog telephone connection built into the frame. The frame could hold 36 images internally and came with a six-month free subscription to the StoryBox network. Kodak re-entered the digital photo frame market at CES in 2007 with the introduction of four new EasyShare-branded models that were available in sizes from 200 to 280 mm (7.9 to 11.0 in), included multiple memory card slots, and some of which included Wi-Fi capability to connect with the Kodak Gallery—that gallery functionality has now been compromised due to gallery policy changes (see below). Main article: Kodak Gallery In June 2001, Kodak purchased the photo-developing website Ofoto, later renamed Kodak Gallery. The website enables users to upload their photos into albums, publish them into prints, and create mousepads, calendars, etc. On March 1, 2012, Kodak announced that it sold Kodak Gallery to Shutterfly for $23.8 million. Kodak provides scanning technology. Historically this industry began when George Eastman partnered with banks to image checks in the 1920s. Through the development of microfilm technology, Eastman Kodak was able to provide long term document storage. Document imaging was one of the first imaging solutions to move to "digital imaging" technology. Kodak manufactured the first digital document scanners for high speed document imaging. Today Kodak has a full line of document scanners for banking, finance, insurance, healthcare and other vertical industries. Kodak also provides associated document capture software and business process services. Eastman Kodak acquired the Bowe Bell & Howell scanner division in September 2009. Kodak continues to produce specialty films and film for newer and more popular consumer formats, but it has discontinued the manufacture of film in older and less popular formats. Kodak is a leading producer of silver halide (AgX) paper used for printing from film and digital images. Minilabs located in retail stores and larger central photo lab operations (CLOs) use silver halide paper for photo printing. In 2005 Kodak announced it would stop producing black-and-white photo paper. A Kodak NexPress 2500 digital printing press Kodak is a manufacturer of self-service photo kiosks that produce "prints in seconds" from multiple sources including digital input, scanned prints, Facebook, the Kodak Gallery and orders placed on-line using thermosublimation printers. The company has placed over 100,000 Picture Kiosks in retail locations worldwide. Employing similar technology, Kodak also offers larger printing systems with additional capabilities including duplex greeting cards, large format poster printers, photobooks and calendars under the brand name "APEX". 1900 Kodak ad The letter k was a favorite of Eastman's; he is quoted as saying, "it seems a strong, incisive sort of letter." He and his mother devised the name Kodak with an anagrams set. Eastman said that there were three principal concepts he used in creating the name: it should be short, easy to pronounce, and not resemble any other name or be associated with anything else. The Kodak Research Laboratories were founded in 1912 with Kenneth Mees as the first director. Principal components of the Kodak Research Laboratories were the Photographic Research Laboratories and then the Imaging Research Laboratories. Additional organizations included the Corporate Research Laboratories. Over nearly a century, scientists at these laboratories produced thousands of patents and scientific publications. George Eastman In 2005, Kodak Canada donated its entire historic company archives to Ryerson University in Toronto. The Ryerson University Library also acquired an extensive collection of materials on the history of photography from the private collection of Nicholas M. & Marilyn A. Graver of Rochester, New York. The Kodak Archives, begun in 1909, contain the company's Camera Collection, historic photos, files, trade circulars, Kodak magazines, price lists, daily record books, equipment, and other ephemera. It includes the contents of the Kodak Heritage Collection Museum, a museum established in 1999 for Kodak Canada's centennial that Kodak closed in 2005 along with the company's entire 'Kodak Heights' manufacturing campus in Mount Dennis, Toronto. See also: George Eastman House. On March 26, 2007, the Council of Better Business Bureaus (CBBB) announced that Eastman Kodak was resigning its national membership in the wake of expulsion proceedings initiated by the CBBB board of directors. In 2006, Kodak notified the BBB of Upstate New York that it would no longer accept or respond to consumer complaints submitted by them. In prior years, Kodak responded by offering consumers an adjustment or an explanation of the company’s position. The BBB file contains consumer complaints of problems with repairs of Kodak digital cameras, as well as difficulty communicating with Kodak customer service. Among other complaints, consumers say that their cameras broke and they were charged for repairs when the failure was not the result of any damage or abuse. Some say their cameras failed again after being repaired. Kodak said its customer service and customer privacy teams concluded that 99% of all complaints forwarded by the BBB already were handled directly with the customer. Brian O’Connor, Kodak chief privacy officer, said the company was surprised by the news release distributed by the Better Business Bureau: It is inaccurate in the facts presented as well as those the BBB chose to omit. Ironically, we ultimately decided to resign our membership because we were extremely unhappy with the customer service we received from the local office of the BBB. After years of unproductive discussions with the local office regarding their Web site postings about Kodak, which in our view were consistently inaccurate, we came to the conclusion that their process added no value to our own. Our commitment to our customers is unwavering. That will not change. What has changed is that, for us, the BBB's customer complaint process has become redundant, given the multiple and immediate ways that customers have to address their concerns directly with Kodak. In 2010, Apple filed a patent-infringement claim against Kodak. On May 12, 2011, Judge Robert Rogers rejected Apple's claims that two of its digital photography patents were being violated by Kodak. On July 1, 2011, the U.S. International Trade Commission partially reversed a January decision by an administrative law judge stating that neither Apple nor Research in Motion had infringed upon Kodak's patents. The ITC remanded the matter for further proceedings before the ALJ.
Color copies(Redirected from Indigo Digital Press) HP Indigo building, Nes Ziona, Israel HP Indigo Division, is a company that was first developed and popularized as an Israeli company named Indigo Digital Press that was bought by Hewlett-Packard. It develops, manufactures and markets digital printing solutions, including printing presses, proprietary consumables and workflow. Founded in 1977, it was an independent company until it was acquired by HP in 2001. They have offices around the world, with headquarters in Nes Ziona, Israel. Customers of HP Indigo solutions include commercial printers, photo specialty printers, and label and packaging converters to print applications such as marketing collateral, photo albums, direct mail, labels, folding cartons, flexible packaging, books, manuals, and specialty jobs. The ability of digital presses to print without plates enables the use of variable data such as text or images, such as in personalized direct marketing applications, or in photo albums, which are usually printed in copies of one. Digital presses also make short-run and just-in-time printing cost-effective. In this way, digital presses have changed the economic models for print in a wide variety of market segments, cutting down on supply chain costs and simplifying the creation of campaigns that reach consumers in more creative, personalized ways. The name Indigo comes from a company formed by Benny Landa in 1977. Landa, known as the father of digital offset color printing, was born in Poland to post-World War II Jewish refugee parents, who later immigrated to Edmonton, Alberta, Canada. Landa's interest in printing goes back to the time he worked as a child in his father's photo shop. His father purchased a cigar store that had a small photo studio in the back which he developed, using his skills as a carpenter, into his own portrait studio. While a student in London, Landa got a job at Commercial Aid Printing Services (CAPS), a company offering printing services and microfilm solutions. Landa was instrumental in developing a solution that won the company a contract with Rolls Royce and was appointed as Head of R&D. However, CAPS lacked manufacturing capital and went into receivership in 1969. In 1971 he joined Gerald Frankel, the owner of CAPS, and founded a new company - Imaging Technology (Imtec). Landa led Imtec’s R&D activities and invented the company’s core imaging technology. While researching liquid toners at Imtec, he worked on a method of high-speed image development that would later lead to the invention of ElectroInk. At the start of the 1990s Indigo moved from a primarily research-driven business into a full-scale printing equipment manufacturing company. The company's first product would be a digital plotter/duplicator, bringing the tiny company (its 1991 sales totaled less than US$5 million, generating a profit of $440,000) head to head with such industry giants as Xerox and Canon. In 1993 Indigo launched the E-Print 1000 at IPEX trade show. The E-Print 1000 eliminated the expense and labor of the plate-printing setup process, printing directly from a computer file, and enabled inexpensive short-run color printing. Images not only could be readily changed, they could be changed from page to page, requiring neither additional setup or pauses in the print run. Instead of printing to metal plates, the E-Print created a latent image on the Photo Imaging Plate or PIP through the use of an electrostatic charge. This charged area would then attract the charged ElectroInk, which would in turn be transferred to the ITM or blanket, and then again transfer from the blanket to the paper or other substrate. Because 100% of the ink transfers from PIP to blanket to substrate, a different image and color could be printed with each rotation of the press. At the same time, Indigo's ElectroInk-based color inks offered print quality rivaling that of traditional printing processes. Almost 20 years later, and despite the numerous technological improvements, Indigo presses are still based on this core technology. In 1994 Indigo had an initial public offering on the NASDAQ stock exchange, selling 52 million shares at $20 per share and raising $100 million. The offering reduced Landa's personal holding in Indigo to 70 percent. As the stock continued to climb, the following year, Landa's paper worth reached some $2 billion by 1995. At the drupa trade show in 1995 Indigo launched another product: the Omnius press. Whereas E-Print focused on medium-volume single-sheet printing, Omnius brought digital printing to a variety of surfaces, including plastic, cardboard, film, and, especially, cans, bottles, and other packaging surfaces. Omnius was the precursor of today's portfolio of Indigo's labels and packaging presses. At the end of 1995, Indigo sales did not reach the expected levels, and the company found itself overstaffed. Despite a strong rise in revenues to $165 million, the company posted its fourth year of losses, of about $40 million. George Soros however still believed in the company’s potential and increased his investment to 30 percent of Indigo's shares by 1997. By 1998 the company improved its financial performance and revenues passed the $200 million mark for the first time. Hewlett-Packard offices in Nes Ziona In 2000 the Hewlett-Packard company made a $100m investment in Indigo, buying 14.8 million of Indigo's common shares, which represented 13.4 percent of the company's outstanding shares. On September 6, 2001, HP announced that it would acquire the remaining outstanding shares of Indigo Indigo N.V. (NASDAQ: INDG) for approximately $629 million in HP common stock and a potential future cash payment of up to $253 million contingent upon Indigo's achievement of long-term revenue goals, for an aggregate potential payment of up to $882 million.  In the following years, HP continued to invest in Israel-based graphic arts companies, acquiring Scitex Vision in 2005 and Nur Macroprinters in 2007. Other employees of HP in Israel (which includes not only employees of the Indigo division, but also of Scitex and Israeli's divisions of HP Labs, made it the second-largest foreign employer after Intel. Under the ownership of HP, Indigo developed and grew to become a world leader in the digital print industry. In 2002 they announced the first product manufactured jointly with HP: the HP Indigo 5000, and their second generation of products (known internally as "series 2") was born. Other products belonging to these series were the roll-fed ws4000 series. At drupa 2008 Indigo announced the Indigo 7000 digital press, with over 70% higher productivity over series 2. This product further pushed the break-even point versus offset lithography and enabled more pages to be economically viable on Indigo. Other presses unveiled at drupa included the double engine Indigo W7200 and the new derivative for labels, the Indigo WS6000. In August 2009 HP announced they had reached 5,000 HP Indigo digital presses in operation around the world. The company is ranked No. 1 in the US high-volume digital press market and, according to HP officials, has a 75% share of the world market for digital commercial photo printing. In March 2012 HP Indigo unveiled the Indigo 10000 B2/29" digital press and released it to market a year later. By March 2016, there were over 200 Indigo 10000 customer installations in over 20 countries. In September 2013, Indigo claimed dominance of the narrow label market, with General Manager Alon Bar-Shany calling the Indigo WS6600 press "the best-selling solution in the narrow web industry, not just in digital printing, (but) narrow overall."  In 2014, HP Indigo marked the launch of the new 20000 and 30000 digital presses, aimed at the packaging markets. The presses target flexible packaging converters, label converters and folding carton establishments. In 2016 Indigo announced a new portfolio based on innovation on four core pillars of their technology: quality, color, applications and productivity. They also announced PrintOS, a cloud-based platform to help customers. HP Indigo uses a proprietary, patented technology and a business model that sells both presses and their consumables, as well as services. The presses are assembled in a dedicated facility in HP's Kiryat Gat campus, and the inks are manufactured in both Kiryat Gat and TUAS, Singapore. Indigo has over 4500 customers in 120 countries around the world. They include some of the largest names in print world, including Cimpress and Consolidated Graphics (now part of RR Donnelley) but also a widevariety of small and medium-sized print service providers and labels and packaging converters. According to Indigo GM Alon Bar-Shany, volume printed on Indigo presses grew by over 50% from 2012 to 2016, reaching an estimated 30 B pages. The year 2005 marked the creation of Dscoop, the independent user's group of Indigo and HP Graphic Arts solutions. By 2015 it reached over 7000 users today, including owners and technical personnel. Dscoop membership is free of charge for HP Graphic Arts users throughout the Americas, Europe, the Middle East and Africa, Asia Pacific and Japan. There are several families of HP Indigo presses, which can be broadly grouped by the type of paper-handling mechanism they work with: Sheetfed (or cut-sheet) or Webfed (or roll-fed). Sheetfed presses print on sheets, have a feeder system consisting of drawers and/or a pallet of paper, and print on both sides of the paper (duplex print/perfecter), printed sheets are collected in a stacker mainly for paper printing. Examples of sheetfed presses include the HP Indigo 7900, the HP Indigo 10000 and the new HP Indigo 12000. Webfed presses print on rolls, often referred to as a web the feeder system (unwinder) feeds the paper through continuously in most cases, print on one side of the substrate (simplex) printed rolls can be collected on a rewinder or cut into sheets (sheeter). Examples of webfed presses are the HP Indigo WS6800 narrow format press for labels and flexible packaging, the Indigo 20000 digital press, and the Indigo W7250 for books, photo and other commercial applications. The launch of the HP Indigo 10000 digital press in 2012 marked the first time the company embarked on a platform that supports a paper size beyond A3. With the B2/29.5" paper format, they aim to increase the productivity and application range of traditional print service providers. In 2014 two new products based in the same type of engine/format were released, the Indigo 20000 and the Indigo 30000, aimed at the flexible packaging and folding-cartons markets, respectively. In 2016, Indigo introduced the 80/minutes per meter roll-fed 80000 press for label production, as well as new models of its sheetfed presses: the 12000, 7900 and 5900. The also announced the B1 roll-fed Indigo 50000, which is scheduled for release in 2017. In addition, the announced new solutions for packaging post-print under the Pack Ready umbrella, and demonstrated a concept for digital combination printing for labels. Each Indigo press has up to 7 color stations, which can use cyan, magenta, yellow, black and a variety of special and spot color inks, such as white, silver, UV red and transparent. HP provides the option for users to mix their own ink colors to match Pantone references. This is common with non-digital offset litho presses, and is one of the features that distinguishes the HP Indigo process. "Off-press" colors are mixed from 11 color (from the 15 original) Pantone spectrum at an offline, ink mixing station. Users can also order special pre-mixed colors from HP Indigo, for example fluorescent pink. HP Indigo presses are available in configurations supporting four, five, six or seven colors. At drupa 2008, Indigo unveiled a new workflow strategy for their portfolio called HP SmartStream, based on their own development and on partnerships with other industry vendors. Among the announcements was a [web-to-print] product in partnership with Press-Sense (later bought by Bitstream makers of Pageflex.) They also released new versions of their Digital Front Ends (DFEs). Today, their SmartStream workflow portfolio is based on both their own products, as well as partnerships with other graphic arts vendors in fields such as job creation, pre-press, variable data printing and finishing. In 2004 HP made a 100 million shekel investment in a new production site in Kiryat Gat, Israel. The factory is responsible for manufacturing HP Indigo ElectroInk. There is a sister facility in Singapore that also manufactures Indigo ElectroInk. In 2007 an adjacent hardware center was opened in Kiryat Gat. This facility assembles frames, feeders, and other components with imaging engines into finished presses, and also serves as the site for manufacturing other operator-replaceable consumables, such as the blanket. In late 2012, HP Indigo inaugurated a second ink plant in Kiryat Gat, which will focus on the manufacturing of ElectroInk for the new family of presses: the HP Indigo 10000, Indigo 20000 and Indigo 30000 digital presses. This 118,000 square feet facility is reported to be the first building in the country and the first HP manufacturing facility worldwide designed to meet the LEED Silver environmental standard. Early incarnations of the press (Series 1 engines) were prone to banding and ink adhesion problems. However newer models have corrected most of these issues.
Digital color printing • carbonless forms • Large format printing • Minnesota