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Our long-term success depends on our having unique, sustainable competitive advantages. Each of our three segments has developed or strengthened competitive advantages in recent years.
In Printed Products, the coupling of our manufacturing system – the most sophisticated in the industry – and our business intelligence and marketing expertise set us apart. In Software and Services, we have rounded out our core systems offering and continue to integrate other products and services with them. In Scantron, we have a brand that is synonymous with testing and assessment in education and have strengthened that brand with new products and services.
Our three segments are working together more, and these relationships have resulted in increased sales and new products. Over the past two years, more than 160 leads generated by one segment for another have turned into concrete business worth almost $10 million. Different
parts of our business have also come together to develop new products and services, one of which is a special program for de novo banks. We are showing these new financial institutions that Harland can help them with everything from checks, forms and marketing services to core processing, mortgage origination and branch automation. We believe it is a compelling solution.
Harland is one company composed of three different segments. These segments, however, are united by a common purpose and a common mission – to produce superior returns for our shareholders. In this report we have outlined just some of the ways we put that focus to work in 2004. We are now focused on building on these achievements in 2005.
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