My client produces books at a local beach resort. For the most part they advertise local establishments, but they also promote events and include other editorial content. The print books are 4-color throughout due to the high percentage of advertising. They are case-bound, for the most part, usually oblong in format, and their print runs range from 1,000 copies to 10,000 copies.
Over the past two months my client has been on hiatus before starting the new publishing year. Usually she prints in China, but she has intimated that for the right price she would consider bringing the work to a local US vendor. I have written about her in the PIE Blog before. Our work has been on hold for two months.
At the same time, I have been working with a US printer to craft a potential year-long schedule for my client’s print books and to reduce costs where possible to make the deal attractive to my client. This particular printer is ideal for the job because he specializes in book printing. Therefore, his plant includes all of the equipment most other companies do not have. This includes binding equipment for case-bound books, Smyth sewing equipment, and so forth. Because of this, he can produce my client’s work at a lower price and more quickly than his competitors. After all, he doesn’t need to subcontract the binding work.
That said, he still can only come closer than most US printers to the pricing offered by Chinese print vendors. He can’t duplicate the low pricing in the Far East. However, my client has expressed interest in repatriating the work, avoiding the schedule slow-down around Chinese New Year in February, extending advertising deadlines (since overall production and delivery will take less time here than if the books are produced in the Far East), and avoiding potential dock strikes and the need to reroute ships to other ports. The list goes on. She pays a price for the discount offered by the Chinese vendor, even if he does do stellar work.