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Making it: “Your Customers will only stay with you if you remain Relevant” (By Eiji Ota)

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print

Positive growth advice from a forward-thinking century-old print business

DUBAI, United Arab Emirates, November 8, 2022/APO Group/ — 

By Eiji Ota, Sales & Marketing Director, Canon Central and North Africa (www.Canon-CNA.com)

It’s no longer enough to just print and sell a product. In the competitive, modern print landscape, print service providers (PSPs) need to be more consultative, thinking about how they can provide more creative solutions to meet customers’ needs while also maintaining good relationships. However, the reality is that few print businesses are fully matching their clients’ expectations when it comes to that added layer of value. Our own research[1], where we interviewed marketing decision makers, revealed that less than 25% of print buyers feel they’re getting this much-needed expert input.

UK book printing specialists, Halstan, are a clear example of how adopting a more consultative approach has positive outcomes, not only for their customers but for their own growth and success. As an international, fourth-generation family-run business operating for over a century, they have a wealth of knowledge and experience, with some loyal clients going back over 80 years. In conversation with Chief Executive, Rupert Smith, he explained the five steps the Halstan team have taken to continuously adapt over time and deepen their customer relationships. I think they offer excellent, actionable advice for PSPs everywhere who want to cement customer loyalty and drive growth:

My advice is to always start with what your client wants and then work back to your offering

  1. Find out your customer’s objectives  Recognising that printing is a commoditised market, Rupert and his team constantly look for alternative ways to input and help deliver results. “My advice is to always start with what your client wants and then work back to your offering. This helps us to understand if there’s more we can be doing to tailor our services to support their business.” For example, Halstan now has print operations in Germany and USA in addition to the UK as a direct result of listening to its customers and then setting up operations in partnership to provide solutions in those regions.
  1. Have an open two-way dialogue – and do so regularly – One of Halstan’s relatively new markets is notebook and stationery production. Rupert finds that clients in this space don’t necessarily expect Halstan to advise on creative aspects of print and just deliver the end product. But by working collaboratively with the customer and guiding them through the production steps, Halstan can demonstrate their creativity, injecting it along the way, resulting in an end product that both parties are proud of. “Your customers will only stay with you if you remain relevant to them and if you continue to add value, so we want to keep coming up with ideas and taking new propositions to them.”
  1. Move the conversation away from price  The market place is extremely competitive but Rupert believes that, by being more consultative, it puts you in a better position for when the conversation with the print buyer does move on to price. “What we try and do is consult at a business-to-business level, helping customers to streamline all of their processes through data and workflow solutions. We start looking at reducing the overall cost of bringing a book to market, rather than just the cost of printing it. If you look through individual jobs to understand the business issues behind them and what the customer is trying to achieve, it opens up a lot of opportunities.”
  1. Use automation to your advantage  Halstan found that by increasing automation, quality, consistency, speed to market and accuracy all improved. In addition, errors from manual handling were drastically reduced. This freed up Rupert’s time to spend with customers, demonstrating his knowledge in print. “We’re having conversations with publishers about stock reduction, print on demand, removing warehouses, producing personalised books, taking over inplants, outputting in multiple locations.”
  1. Be bolder in your approach to market  Halstan attracted about 15 new customers through their new social media channels as a result of a targeted marketing campaign during the pandemic. This demonstrated the importance of an established company staying up to date with marketing trends and not shying away from the latest technologies so they could reach new audiences.

By streamlining their processes and continuing to evolve their offering in line with market demand, Halstan can spend more time understanding each customer’s individual business and what they are looking to achieve with print. Switching their focus to how they can be consultative in conversations with their clients, they have boosted their business by offering more creative solutions. The result? A strong track record of over 100 years in print and loyal customers who keep coming back for more!

It’s a pertinent reminder that print is not just about product, and process optimisation is not just about gaining production efficiencies. Success can follow when you free up expert resources within your business to spot opportunities, nurture relationships and cultivate growth.

[1] Source: Canon Insight Report, Creating Customer Value, 2020 (http://bit.ly/3UDz4pC).

Distributed by APO Group on behalf of Canon Central and North Africa (CCNA).

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Golar Liquefied Natural Gas (LNG),Chief Commercial Officer (CCO) Joins Invest in African Energy (IAE) 2025 Speaker Lineup

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Liquefied Natural Gas

Federico Petersen, Chief Commercial Officer of Golar LNG, will share his expertise on the future of LNG in Africa and the role of floating LNG solutions in driving the continent’s energy transformation at the Invest in African Energy Forum in Paris next month

PARIS, France, April 25, 2025/APO Group/ –Federico Petersen, Chief Commercial Officer (CCO) of Golar LNG, will join the upcoming Invest in African Energy (IAE) 2025 Forum in Paris to discuss scaling LNG in Africa, overcoming infrastructure challenges and attracting investment. With Africa rapidly expanding its gas infrastructure, Petersen’s insights are expected to showcase how innovative LNG solutions can support sustainable energy growth across the continent.

As a global leader in floating LNG (FLNG) solutions, Golar LNG is advancing gas monetization across Africa. The company is actively involved in several key projects, including the Hilli Episeyo FLNG facility off the coast of Cameroon, operational since 2018, which plays a crucial role in unlocking regional gas resources with cost-effective, scalable LNG production. Golar LNG is also a key player in the Greater Tortue Ahmeyim project offshore Senegal and Mauritania, where it owns and operates the Gimi FLNG, which received its first feed gas in January 2025, marking a major milestone in LNG export operations.

IAE 2025 (https://apo-opa.co/3ECl25bis an exclusive forum designed to facilitate investment between African energy markets and global investors. Taking place May 13-14, 2025 in Paris, the event offers delegates two days of intensive engagement with industry experts, project developers, investors and policymakers. For more information, please visit www.Invest-Africa-Energy.com. To sponsor or participate as a delegate, please contact sales@energycapitalpower.com.

Additionally, Golar LNG is exploring further opportunities across the continent, including ventures in the Republic of Congo and Nigeria. In June 2024, the company signed an agreement with the Nigerian National Petroleum Corporation to deploy an FLNG vessel in the Niger Delta, utilizing 500 million cubic feet of gas per day to generate LNG, propane and condensate, with a final investment decision expected later this year.

The growth of LNG in Africa is set to accelerate in the coming years as key markets seek to tap into their vast natural gas reserves. As such, Petersen’s participation at IAE 2025 is poised to showcase the pivotal role of FLNG in enhancing energy security, driving economic growth and fostering regional cooperation.

As the global energy landscape shifts toward cleaner, more sustainable sources, LNG will remain crucial in powering Africa’s future, offering a reliable transition fuel to support the continent’s ambitious energy goals. With IAE 2025 as a platform for high-level dialogue and partnerships, the forum will provide an invaluable opportunity for stakeholders to explore the latest LNG developments, deepen collaboration and drive investments that will shape the future of African energy.

Distributed by APO Group on behalf of Energy Capital & Power

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VFD Group Plc Reports Remarkable Growth in Audited Financial Statement for 2024 Financial Year

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VFD Group Plc

Net investment income surged by 95% to N59.0 billion, despite a spike in investment expenses to N15.5 billion from N7.4 billion in 2023

LAGOS, Nigeria, April 25, 2025/APO Group/ –In a stunning turnaround, VFD Group Plc (https://VFDGroup.com), a proprietary Investment firm, has announced its audited financial results for the year ended December 31, 2024, showcasing exceptional growth. The journey to this milestone was paved with strategic initiatives and a relentless pursuit of innovation.

Just a year ago, businesses globally struggled with macroeconomic headwinds, and VFD Group, not an exception, reported a pre-tax loss of N1 billion in 2023. However, the team’s dedication and forward-thinking approach yielded impressive results. The Group reported a pre-tax profit of N11.2 billion, representing a 1202% year-on-year growth.

Net investment income surged by 95% to N59.0 billion, despite a spike in investment expenses to N15.5 billion from N7.4 billion in 2023. Net revenue increased by 90% to N71.0 billion, while operating profit grew by an impressive 104% to N48.8 billion.

The company’s financial performance was nothing short of remarkable, with notable achievements including:

– Investment and similar income: N74.6 billion, up 98% YoY

– Net investment income: N59.0 billion, up 95% YoY

– Net revenue: N71.0 billion, up 90% YoY

– Operating profit: N48.8 billion, up 104% YoY

– Pre-tax profit: N11.2 billion, a significant turnaround from a N1 billion loss in 2023

As of April 22, 2025, VFD Group’s market capitalisation surged by 116% to hit N121.6 billion from N56.2 billion year to date.

These outstanding results reflect the success of our team’s efforts. As VFD Group looks to the future, it remains committed to delivering exceptional value to its customers and stakeholders.

Distributed by APO Group on behalf of VFD Group Plc.

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African Energy Chamber (AEC) Champions Smart Policy, Strategic Partnerships to Advance Namibia’s Oil & Gas Discoveries

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African Energy Chamber

The African Energy Chamber is a strategic partner of the Namibia International Energy Conference, which kicked off today in Windhoek

WINDHOEK, Namibia, April 24, 2025/APO Group/ –As a strategic partner of the Namibia International Energy Conference (NIEC), the African Energy Chamber (AEC) (www.EnergyChamber.org) is calling for a deliberate and accelerated approach to moving Namibia’s recent oil and gas discoveries into production – emphasizing the importance of speed, investor confidence and strategic collaboration.

Speaking during a high-level panel at NIEC 2025, AEC Executive Chairman NJ Ayuk urged Namibia to seize the momentum of its frontier discoveries, while avoiding the pitfalls that have stalled progress in other hydrocarbon-rich African nations. He emphasized that Namibia’s path to becoming a regional energy hub hinges on its ability to learn from international case studies and execute deals that ensure long-term national benefit.

“Namibia needs to move fast, produce quickly and negotiate the best deals with its partners to ensure the rapid development of its oil discoveries,” Ayuk stated. He pointed to Guyana as a prime example, noting how the South American country developed a robust strategy focused on national benefit and successfully attracted billions in investments to fast-track its energy projects.

Namibia needs to move fast, produce quickly and negotiate the best deals with its partners to ensure the rapid development of its oil discoveries

In contrast, Ayuk cautioned against the delays experienced by countries like Mozambique, Tanzania, Uganda and South Africa, where production was significantly postponed, leading to rising project costs and lost opportunities. “There is a growing movement trying to discourage Africa – and Namibia – from producing its oil and gas. We must resist that,” he added.

Reinforcing the need for investor-friendly terms, Justin Cochrane, Africa Upstream Regional Research Director at S&P Global Commodity Insights, highlighted the necessity of contract stability, transparent data-sharing and a balanced approach to fiscal negotiations. “It’s natural that Namibia wants to maximize its benefits, but pushing too hard on IOCs can result in getting 100% of nothing… The first milestone must be achieving first oil,” said Cochrane.

Representing Namibia’s national oil company, Victoria Sibeya, Interim Managing Director of NAMCOR, stressed that the company is actively engaged in every phase of the industry, from data acquisition and exploration to shaping the downstream and midstream vision. “We are not just bystanders,” said Sibeya. “NAMCOR is deeply involved in data acquisition, exploration and the exchange of knowledge and technology with our partners. We are also preparing to invest in downstream and midstream sectors to ensure that we can add value once production begins.”

Echoing the call for local development, Adriano Bastos, Head of Upstream at Galp, underscored the need for early and continuous skills development – proposing that Namibians be trained abroad in specialized areas like FPSO operations to ensure they are prepared to lead once production begins at home. “Namibia has capabilities that are rare in the region, but more collaboration with international partners is essential to build the local skills base,” he said.

Bastos noted that Namibians make up 25% of Galp’s workforce in the country, including its first female offshore base manager. “We are proud of the strides we have made. Our nationalization plans are aggressive, and we work closely with [the Namibian Ports Authority] and other local entities to implement meaningful capacity-building projects.”

As Namibia stands on the cusp of transforming exploration success into production, the message from industry leaders is clear: time, trust and talent will determine the country’s trajectory. Through cross-border collaboration, pragmatic deal-making and a strong national vision, Namibia can emerge not just as an oil producer – but as a continental model for inclusive, forward-thinking energy development.

Distributed by APO Group on behalf of African Energy Chamber

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