Connect with us
Anglostratits

Business

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

Published

on

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).

Business

SLB commissions new fluids systems plant in Pemba to support Mozambique’s offshore energy development

Published

on

Mozambique

New facility expands in-country drilling and completion fluids capability, advancing the next phase of SLB’s growth in Mozambique

PEMBA, Mozambique, October 9, 2026/APO Group/ –SLB (NYSE: SLB) (www.SLB.com) announced the opening of a new fluids systems plant in Pemba, Mozambique. The new facility strengthens in-country capacity to prepare, store and deliver drilling and completion fluids for offshore operations, reinforcing the infrastructure needed as Mozambique’s offshore activity grows and its role as a strategic energy hub for East Africa continues to expand.

The commissioning of the plant, also known as a liquid mud plant, coincides with SLB marking 70 years of operations in Mozambique. It reflects the company’s long-term commitment to investing in people, infrastructure and capability that support the country’s long-term offshore energy development plans.

 




  

With an initial storage capacity of 21,000 barrels, the liquid mud plant provides a scalable platform for future growth, supporting multiple customers and rising offshore activity while improving logistics and enhancing operational flexibility.

As SLB marks 70 years in Mozambique, this investment reflects our confidence in the country’s future and our commitment to supporting its energy ambitions

“As SLB marks 70 years in Mozambique, this investment reflects our confidence in the country’s future and our commitment to supporting its energy ambitions,” said Miguel Baptista, Central, East and Southern Africa, Managing Director, SLB. The new liquid mud plant strengthens local energy infrastructure, expands opportunities for local content development, and enhances our ability to support customers as they deliver some of Africa’s most significant offshore energy resources.”

The liquid mud plant project was delivered with strong local participation and that momentum is expected to continue into operations. During project delivery, more than 100 jobs were created in Pemba with nationals representing 80% of the workforce, reflecting a focus on building local capability.

The project was delivered with a strong focus on safety, operational integrity, and quality, achieving more than 67,000 hours worked without a recordable safety incident.

This key infrastructure strengthens SLB’s ability to support consistent service quality and enhance supply chain readiness for increasing offshore activity across Mozambique, supporting customers execute safely and efficiently while developing local skills and expertise.

Key Points:

  • SLB has commissioned a new fluids system plant in Pemba, expanding in-country drilling and completion fluids capability for offshore operations.
  • With an initial storage capacity of 21,000 barrels, the facility provides a scalable platform to support growing offshore activity in Mozambique.
  • The investment marks the next phase of SLB’s growth in Mozambique, strengthening local capability and supporting long-term offshore energy development.

Distributed by APO Group on behalf of SLB.

 

 




 

Continue Reading

Business

South African Energy Storage Association (SAESA) welcomes 4,600 MW battery storage prioritisation and calls for integrated energy planning

Published

on

Battery energy storage systems (BESS) are becoming critical system infrastructure, supporting flexibility, reducing avoidable curtailment, shifting energy into periods of demand and strengthening security of supply

JOHANNESBURG, South Africa, October 9, 2026/APO Group/ –The South African Energy Storage Association (SAESA) (www.SAESA.org.za) welcomes the prioritisation of 4,600 MW of battery energy storage under the first Integrated Resource Plan (IRP) 2025 Section 34 determination.

 




  

The timing is significant. Recent Integrated Energy Plan (IEP) modelling and assumptions discussions highlighted a fundamental shift that South Africa’s energy planning now needs to capture: we cannot plan the future power system by counting megawatts of generation alone.

We must plan for when energy is available, where it is available, how it moves through a constrained grid and how it is stored and dispatched when the system needs it most.

The announcement reinforces that shift. Battery energy storage systems (BESS) are becoming critical system infrastructure, supporting flexibility, reducing avoidable curtailment, shifting energy into periods of demand and strengthening security of supply.

For SAESA, the message for the IEP is clear: storage, flexibility and system services must be modelled as integral components of South Africa’s future electricity architecture, with their contribution considered from the outset of generation planning.

“The IEP must plan the power system we are becoming, not simply model the power system we have inherited,” says SAESA.

The IEP must plan the power system we are becoming, not simply model the power system we have inherited

Partnership with C&I Energy + Storage Summit

SAESA is an association partner of the C&I Energy + Storage Summit, created by VUKA Group, taking place on 28–29 October 2026 at The Maslow Hotel, Sandton, Johannesburg.

The summit brings together commercial and industrial energy users, project developers, financiers, regulators and solution providers to explore practical approaches to energy security, procurement and storage deployment.

For businesses assessing how storage can support their operations, the event offers an opportunity to meet SAESA and engage with the wider energy community on the decisions shaping South Africa’s evolving electricity system.

Commercial and industrial energy decision-makers are invited to apply to attend as hosted buyers. Qualifying buyers receive complimentary summit access and curated opportunities to engage with industry partners.

 

Meet SAESA at C&I Energy + Storage Summit: Join the Hosted Buyer Programme

The Hosted Buyer Programme connects commercial and industrial energy decision-makers with solution providers shaping South Africa’s evolving private energy market.

Qualified energy buyers receive complimentary access to the summit and curated engagement with industry partners exploring energy procurement, storage deployment and project development.

Apply for the Hosted Buyer Programme (https://apo-opa.co/4ehLijJ)

Distributed by APO Group on behalf of VUKA Group.

 




 

Continue Reading

Business

Afreximbank welcomes launch of Africa Credit Rating Agency as an important step in strengthening Africa’s financial architecture

Published

on

Expanding credible rating coverage can improve the information available to investors and support the development of deeper domestic and regional capital markets

PORT LOUIS, Mauritius, October 8, 2026/APO Group/ –African Export-Import Bank (Afreximbank) (www.Afreximbank.com) welcomes today’s launch of the Africa Credit Rating Agency (AfCRA), an important milestone in strengthening Africa’s financial architecture and expanding the continent’s capacity to generate credible, independent analysis of African credit risk.

 




 
 

Credit ratings play an important role in determining access to capital, influencing investor perceptions and shaping the cost at which governments, institutions and businesses can finance development. It is therefore essential that assessments of African credit risk are independent, rigorous and evidence-based, while reflecting a complete understanding of the structures, institutions and economic realities being assessed.

The establishment of AfCRA adds an important African-led source of credit opinion to the market. Its value will not be measured by whether it produces more favourable ratings, but by the credibility of its analysis, the quality of its data and transparency of its methodology, and its ability to deepen understanding of African sovereigns, sub-sovereigns and corporate credit.

This is particularly important given that many African issuers remain unrated, while local-currency and sub-sovereign markets continue to have limited rating coverage. Expanding credible rating coverage can improve the information available to investors and support the development of deeper domestic and regional capital markets.

AfCRA must set a new benchmark for the continent, maintain its independence, and remain wholly owned and controlled by Africans

Alongside fellow members of the Alliance of African Multilateral Financial Institutions (AAMFI), Afreximbank has consistently maintained that African Multilateral Financial Institutions should be assessed on the basis of their fundamentals, performance, legal frameworks, mandates and operating models. Ensuring that these institutional characteristics are properly understood is essential to achieving informed, balanced and credible assessments of African risk.

Commenting on the uniqueness of the African market, and need for AfCRA’s rating methodology to reflect this, Mr Denys Denya, Senior Executive Vice President, Afreximbank, said: “The rating methodology AfCRA develops must recognise the uniqueness of our environment and its institutional structures. The Agency must set its own standards and not follow those set elsewhere — it must build a unique identity that conforms to an ‘African best practice.”

Highlighting the need for the autonomy of the Africa Credit Rating agency as it takes off, Mr Denya added: “Most importantly, AfCRA must set a new benchmark for the continent, maintain its independence, and remain wholly owned and controlled by Africans. We must all use it, and in return expect a complete assessment of where we (Africa) stand: the strengths the market has ignored, and the weaknesses we still need to fix.”

AfCRA should therefore be seen as complementary to existing international and regional rating agencies, broadening the range of credible analysis available to investors and issuers while strengthening competition, transparency and analytical capacity within Africa’s credit markets.

As Africa seeks to mobilise the scale of capital required for industrialisation, trade, infrastructure and economic transformation, credible African institutions that improve information, strengthen market confidence and deepen the continent’s financial markets will become increasingly important.

Afreximbank congratulates the African Union, the African Peer Review Mechanism (APRM) and all those involved in bringing AfCRA from concept to launch, and looks forward to the contribution the Agency will make to deeper, more transparent and more efficient African capital markets.

Distributed by APO Group on behalf of Afreximbank.

 




 

Continue Reading

Trending