In the dynamic world of entrepreneurship, family-owned businesses hold a unique place. They often face a host of challenges, and the ones that manage not only to survive but thrive over the long term are indeed a rarity. These stories are not just about business; they’re a testament to commitment, resilience, and adaptability. Today, I’m thrilled to introduce you to one such remarkable success story – the journey and owners of Spectraprint.
What began as a mere thought transformed into a concept, and it materialised through the determination and drive of brothers, Gavin and Baron. Spectraprint was founded in September 1999 with a clear mission: to create a customer-centric business driven by exceptional quality and punctual delivery. As we delve into this interview, you’ll gain insights into how Gavin and Baron’s shared experiences and unique perspectives have shaped Spectraprint into a thriving enterprise over the past 24 years. Their story is not just an inspiring one; it’s a living example of what’s possible in the world of family-owned businesses.
So, let’s embark on this journey of discovery and inspiration with Gavin and Baron, directors of Spectraprint.
What inspired you to start your own business?
Baron (B): Well, we were working together in another printing company where our dad was the manager and co-owner. I was doing sales and marketing, and Gavin was the assistant manager. Our dad eventually left the business as he became a minister in the New Apostolic Church, and Gavin then became the manager.
Gavin (G): I think, maybe at the time, when we look back to that, it was definitely linked to our Dad being there. We were all working together and we didn’t have a chance to extend it further. The only way we could do it was to break away and start something ourselves. Another aspect that prompted it was that we had everything required to set up a business. We had the marketing and sales aspect (thanks to Baron), and I was doing the printing work. So, we had everything we needed, which could actually make it work. The other obvious thing is that we wanted to create a better future for ourselves and our children. At that time, we realised there was nothing we could offer our kids without having something of our own. And perhaps we had a bit of ambition as well, maybe we thought we were capable of doing it. (Laughs)
Baron, do you feel that your university degree and psychology background has helped you in any way in the business world?
B: I don’t think so. What I do believe was a positive for us, and became more evident as the years went by, is our nature and personalities. Our focus was on creating something that reflected who we were, with a different approach to managing a business.
On the topic of your characters and personalities, what traits do you think have helped you in the business world?
B: I think it was based on the fact that we are both different. The difference in our natures lent itself to understanding, where one could offset the other. So, I think that was and is a positive.
G: The culture imprinted on me from my previous company, which I developed, was essential. At the beginning, I was alone and had no one to turn to, so I had to learn. I had to understand how things worked. My drive was to be the best at what I was doing, so I took the opportunity to grow to that level. The drive, and maybe even a touch of aggression, are traits that can push something from mediocre to something that’s good or even better. Even after all has been said and done, it hasn’t really disappeared; it’s always there. You just want to make sure that you set better standards constantly.
“It was more about heart than the bottom line.”
Baron & Gavin Gaskin
How do you define the unique selling point of your business? What sets you apart from other printing companies?
The personal touch, the quality, delivery, the commitment to go the extra mile when needed, and treating every job as important as the next.
We never created a queue scenario; every job is important to us.
Have you ever had to handle competition? How did you handle it over the years?
B: Over the years? It’s permanent! (Laughs)
G: In the past, what used to set us apart was our quality and timely delivery. Relationship building was definitely part of it, but today, there’s something else in the industry.
What was important back then is now a standard today.
The best way we’ve discovered is not just having someone as a customer but building something more personal to help the relationship.
What would you say is the biggest challenge you’ve faced in running the business?
Overall, money is the biggest challenge because everything revolves around it. Money goes to maintenance, materials, and your staff. Take that out of the equation, and you have to work within the constraints of a budget, which makes it difficult to produce. Your equipment also slowly starts to deteriorate, so you have to constantly look at that. The lifeblood of the business is your equipment. If that goes, your business dies. Sometimes people think they are the life of the business, but they’re not, it’s the combination of your equipment, skills and people. When people set up a business, they need to know the structure of the business. You must know your business; otherwise, you won’t be able to build or do anything with it.
How do you stay on top of industry trends and what’s happening at the moment?
We are a bit behind because the printing industry has shifted towards digital rather than litho. Although there’s still a lot of work for litho at the moment, you can’t escape from technology and how it drives change. One day, litho will be completely redundant. It’s a bit like the transition from letterpress to litho. There was a change in technology, and eventually, letterpress became obsolete. There’s still a niche for it, but that’s like 1%. Now litho faces the same challenge with digital.
Even though you feel it’s falling behind, what sets litho apart?
G: You have to look at the aspect of quality. Litho offers greater versatility. Digital can do colour work, like CMYK, fairly accurately, claiming a 95% effective rate, but I think it’s closer to 90%. Litho can get much closer to that 100% colour match. Litho also excels when a client requires specific colours, like spot colours. It’s easier to achieve this with litho than with digital. Digital also has limitations in terms of materials, whereas litho has more range.
B: When it comes to quantity, litho is more cost-effective.
What is your greatest achievement or something you’re really proud of?
We’ve gone through two major crashes in the economy and we’re still here. We even weathered a pandemic, and we’re proud of that. We’ve reached our 20-year milestone, and next year it will be 25 years.
What advice would you give someone thinking of starting a business, especially the youth of today?
B: You have to have perseverance in business, absolutely. It might start out early and you may be lucky to start with a contract or two, and you think it’s going to be endless, but you’ve got to realise that at some point, your contract is going to expire and things are going to change. So in the process, you need to constantly strive to get more clients, new clients. And never become complacent in it, thinking that this year we had a good year and it will be the same next year. There is no guarantee. The biggest headache for any business owner, is when they have to put their head down on the pillow at night and worry about how they’re going to pay their staff the next day. Whereas when you are employed, that is a problem for management, not your problem. So know that the weight of that responsibility is there, and you need to manage it correctly in the way you plan for the future.
So my advice is simple: don’t assume that becoming a business owner will drastically change your lifestyle. It can, but you should always be prepared for a rainy day. You must keep financial management in mind, especially in terms of the future of the business. Managing your funds and income is crucial. Create a fund to fall back on, be frugal in managing money, and be aware of the responsibility. Always be conscious of it and plan for the future correctly.
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