Years ago, Don Kirkland found himself standing at a familiar crossroads. He was searching for a smarter, more efficient way to produce commercial work. At the time, roll-fed inkjet presses seemed like a promising replacement for aging web equipment. But despite the promise, the reality didn’t align.
“We didn’t have the right mix of work and couldn’t put enough volume on the device to make sense,” says Kirkland, President of ArborOakland Group in Royal Oak, Michigan.
The technology, print quality and ink options simply were not ready to meet commercial print demands. But like many forward-thinking leaders, Kirkland knew inkjet was the future. The question wasn’t if, but when.
In 2017, ArborOakland’s moment arrived with the company’s first inkjet investment, a Canon i300, complementing their digital toner devices. Five years later, Kirkland and his team expanded again with the installation of the Screen 520 HD, a high-speed inkjet press tailored specifically for their commercial product lines.
“We looked at our products and how they could be produced more efficiently. That shift in perspective helped us unlock new opportunities we hadn’t considered.”
— Don Kirkland, President, ArborOakland Group
ArborOakland’s journey illustrates that understanding the hierarchy of available technologies is essential to making strategic, profitable investments. “When we got the Screen 520 HD, the time specifically in the commercial print space supported a product that we had produced for years and years,” Kirkland says. “We had the perfect opportunity and the equipment, and technology now matched the requirements.”
While manufacturers often emphasize speeds and feeds, the savviest print providers approach the decision from the opposite direction—starting not with the technology, but with the products and markets they serve. “We looked at our products and how they could be produced more efficiently,” Kirkland says. “That shift in perspective helped us unlock new opportunities we hadn’t considered, including higher-volume variable data work and commercial mailing jobs that weren’t initially on the radar.”
The good news is that no matter where a company sits on the inkjet hierarchy today, there’s room to grow. As Kirkland’s experience shows, even when plans go sideways—like losing half of a major product line just weeks after installing a new press—there are ways to realign production strategies and find new value.
Understanding the tiers
As Steven Poland, President of DPS, explains, the gaps that once divided inkjet capabilities have now been filled with three clearly defined tiers. First are the continuous-feed inkjet presses, designed for high-volume, multi-shift environments. These systems offer undeniable speed and lower operating costs, but their roll-fed nature makes them best suited for transactional, direct mail, and high-volume commercial print applications—places where long runs and predictable workflows dominate.
The second tier is the B2 or 23-inch x29-inch cut-sheet inkjet press, a sweet spot for many commercial printers looking to consolidate offset and toner volumes onto one device. With “first print out is good” capabilities, this segment has experienced explosive growth, eliminating aging offset equipment and offering faster turnaround for shorter, more customized runs.
Finally, there’s the entry-level tier—13×19-inch cut-sheet devices. Though smaller in format, these presses are positioned to become the largest segment over the next five years as manufacturers focus on providing cost-effective options to replace digital toner. For many shops, this is the logical first step into inkjet, offering lower operating costs, increased reliability and a smoother transition into new workflows.
“The right choice isn’t always about chasing the latest incentive, but finding the best fit for your specific applications and long-term business strategy.”
— Steven R. Poland, President, DPS
The process, as Poland suggests, is simple math. Start by evaluating throughput and volume requirements. Then look at your media needs—UV inks expand synthetic substrate options, while aqueous inks lower costs for traditional paper stocks. Finally, consider your labor and finishing operations. Are you prepared for the media handling differences? Will new equipment help reduce labor costs and waste?
Most importantly, don’t make the decision in a vacuum. “Consult with someone who can be objective,” Poland says. “That might be a peer group, an industry expert or a multi-line distributor. The right choice isn’t always about chasing the latest incentive, but finding the best fit for your specific applications and long-term business strategy.”
When Poland looks out into the industry, the most common scenario he sees is that the half size offset press is dying and the customer is evaluating replacing it. “As we look at labor and volume, they would agree the run lengths have shortened and they throw shorter runs on the press to keep labor. When going through this process, it causes the customer to stop and evaluate what is really going through their shop. With everyone adopting their AI strategy, inkjet fits into the automation model.”
A Real-World Perspective
For Jonathan Wallace, understanding the hierarchy of inkjet technology has been critical to positioning his company for long-term success. Wallace, President of Wallace Graphics in Duluth, Georgia, breaks the market into three tiers: entry-level inkjet systems, mid-range systems, and high-volume systems.
Wallace believes the key to choosing the right tier is aligning technology with your business model and where your customers are headed. “If you’re focused on static, long-run work, you might not need high-end inkjet. But if your clients are demanding faster turnarounds, personalization, and versioned content, higher-tier inkjet becomes a strategic advantage.”
Wallace Graphics made that exact shift. Historically an offset printer, the company saw growing demand for variable data and dynamic content, particularly from healthcare and publishing clients. “That’s when we invested in the HP A2200,” Wallace says. “It allowed us to pivot from being a traditional commercial printer to a true inkjet-driven solutions provider. Today, it’s a significant part of our business.”
“It’s not just about the machine; it’s about the long-term relationship and how it helps you stay competitive in a rapidly evolving market.”
— Jonathan Wallace, President, Wallace Graphics
But Wallace is quick to point out that the decision wasn’t based solely on technology—it was about future-proofing the company. “We didn’t just want a press; we wanted a platform for growth. With high-speed production inkjet, we’ve been able to expand into new verticals, take on projects with complex personalization requirements, and meet tighter delivery windows without sacrificing quality.”
His advice to other printers evaluating inkjet investments is clear: “Look at your volumes, understand the applications you’re running, and make sure the press can integrate with your finishing operations. And, most importantly, find a technology partner who can support your growth over time. It’s not just about the machine; it’s about the long-term relationship and how it helps you stay competitive in a rapidly evolving market.”
The technology is ready. The real question is: Are you ready to make it work for your print operation?
Finding your place in the inkjet hierarchy
Start with Your Business Model – Understand your core business and where your customers are heading. If clients want faster turnarounds and personalized content, higher-tier inkjet might be the right move.
Focus on Solutions, Not Just Technology – Start by examining your products and identifying where production inefficiencies exist. Technology should be a tool to solve those problems, not just a new expense.
Run the Numbers – Carefully assess your production volumes, media requirements and labor costs. Inkjet isn’t just a technology upgrade; it’s a strategic tool to streamline operations, reduce waste and lower labor dependency through automation.
Think Beyond the Press – It’s not just about the machine; it’s about the partnership. Choose a vendor who can support your growth and evolving needs.
Sources: Jonathan Wallace, President, Wallace Graphics; Don Kirkland, President, ArborOakland Group; Steven Poland, President, DPS
