Rr Donnelley and Sons Co  (RRD)
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Rr Donnelley And Sons Co's



RRD Sales vs. its Competitors Q3 2020

Comparing the results to its competitors, Rr Donnelley And Sons Co reported Total Revenue decrease in the 3 quarter 2020 year on year by -26.44 %, faster than overall decrease of Rr Donnelley And Sons Co's competitors by -33.8 %, recorded in the same quarter.

List of RRD Competitors

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Net Income Comparison

Rr Donnelley and Sons Co recorded net loss and most of company's competitors saw decline in earnings by -66.26 %

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Rr Donnelley And Sons Co's Comment on Competitors and Industry Peers

The print and related services industry, in general, continues to have excess capacity and remains highly competitive. Despite consolidation in recent years, the industry remains highly fragmented. Across the Company’s range of products and services, competition is based primarily on price in addition to quality and the ability to service the special needs of customers. Management expects that prices for the Company’s products and services will continue to be a focal point for customers in coming years. Therefore, the Company believes it needs to continue to lower its cost structure and differentiate its product and service offerings.

Technological changes, including the electronic distribution of documents and data, online distribution and hosting of media content, and advances in digital printing, print-on-demand and Internet technologies, continue to impact the market for the Company’s products and services. The Company seeks to utilize the distinctive capabilities of its products and services to improve its customers’ communications, whether in paper or electronic form. The Company’s goal remains to help its customers succeed by delivering effective and targeted communications in the right format to the right audiences at the right time. Management believes that with the Company’s competitive strengths, including its broad range of complementary print-related services, strong logistics capabilities, technology leadership, depth of management experience, customer relationships and economies of scale, the Company has developed and can further develop valuable, differentiated solutions for its customers. The Company seeks to draw on its unified platform and strong customer relationships in order to serve a larger share of its customers’ print and related services needs.

The impact of digital technologies has been felt in many print products. Electronic communication and transaction technology has eliminated or reduced the role of many traditional printed products and has continued to drive electronic substitution in directory and statement printing, in part driven by environmental concerns and cost pressures at key customers. In addition, e-book substitution is having a continuing impact on consumer print book volume, though adoption rates are stabilizing, and a limited impact on educational and specialty books. Digital technologies have also impacted printed magazines, as advertiser spending has moved from print to electronic media. The future impact of technology on the Company’s business is difficult to predict and could result in additional expenditures to restructure impacted operations or develop new technologies. In addition, the Company has made targeted acquisitions and investments in the Company’s existing business to offer customers innovative services and solutions that further secure the Company’s position as a technology leader in the industry.
The acquisition of Consolidated Graphics and proposed acquisition of Esselte’s North American operations support the Company’s strategic objective of generating profitable growth and improved cash flow and liquidity through targeted acquisitions. These acquisitions are expected to enhance the Company’s existing capabilities and ability to serve its collective customers as well as provide cost savings through the combination of best practices, complementary products and manufacturing and distribution capabilities.

The Company has implemented a number of strategic initiatives to reduce its overall cost structure and improve efficiency, including the restructuring, reorganization and integration of operations and streamlining of administrative and support activities. Future cost reduction initiatives could include the reorganization of operations and the consolidation of facilities. Implementing such initiatives might result in future restructuring or impairment charges, which may be substantial. Management also reviews the Company’s operations and management structure on a regular basis to balance appropriate risks and opportunities to maximize efficiencies and to support the Company’s long-term strategic goals.


Publishing Retail Services Segment Market Share Q3 2020

With modest revenue growth of 0.57 % within Publishing Retail Services segment, Rr Donnelley and Sons Co failed to increase sales with the same pace, like most of company's peers within this division.

<<  More on RRD Market Share.

*Market share is not actual measurement, only performance comparison of companies which report and operate within the same segment.

RRD's vs. Competition, Data

(Revenue and Income for Trailing 12 Months, in Millions of $, except Employees)

Rr Donnelley and Sons Co 5,389 183 -169 68,000
Avery Dennison Corporation 6,754 13,384 527 26,000
Genuine Parts Co 17,459 14,815 -191 39,000
Adobe Inc 12,635 217,784 5,319 12,499
The New York Times Company 1,783 8,238 158 3,588
Acco Brands Corporation 1,794 841 85 5,020
Veritiv Corporation 7,659 371 -1 8,800
SUBTOTAL 53,473 255,616 5,729 162,907


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