august 2008 office technology
DESCRIPTION
Office Technology magazine is the magazine of the Business Technology Association, an association of copier/MFP dealers.TRANSCRIPT
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The BPCA was founded in 1963 with the vision of
forming a best practices organization that unites
leaders of independently-owned office equipment
dealers. The concept is quite simple - bring the
leaders of these companies together so that they
can share ideas, learn from each other, and take
their businesses to the next level.
Our members will attest that it’s well worth the
investment by making each of them better leaders
and bringing more value to their dealerships.
Feel like there’s something missing from your
organization? Let BPCA bring together all the
pieces of the puzzle.
Piecing Ideas Together.
If you’d like more information about our
organization and how to join, please send
us an email or give us a call.
Phone: 800.897.0250
Email: [email protected]
Website:
www.businessproductscouncil.org
Membership Director BPCA
c/o BTA
12411 Wornall Road
Kansas City, MO 64145
“Better Dealers Through
Learning and Idea
Exchange.”
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Making an Acquisition
How to complete the
process in 90 daysby Randy GouldOne Stop Business CentersDuring times of economic uncer-
tainty, some business owners
might be hesitant to take a risk.
However, my dealership, One Stop Business Centers,
thrives by pursuing justified and well-researched chal-
lenges. After several years of looking at five or six
acquisition possibilities that offered no real potential,
I took on the challenge of acquiring a competitive
dealership.
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CONTENTS
Development Platforms
Providing integrated,
customized applications by Brent HoskinsOffice Technology MagazineThe trend toward commoditiza-
tion and the changing needs of
end-users appear to have been
the catalysts. Office technology
manufacturers saw that it was time to start bringing the
MFP’s role in the workplace to new heights. The pri-
mary vision was to offer a means to integrate third-
party software applications into the MFP, providing the
end-user with a customized, time-saving experience
while standing at the MFP’s touch screen. The result:
Today’s MFP development platforms.
Volume 15 � No. 2
18
10
20
F E A T U R E A R T I C L E S
Your Web Strategy
What every dealership’s
site should includeBy Darrell AmyDealer Marketing SystemsIt is no secret that your current
and potential clients visit your
Web site. Potential clients visit
your site before or after a sales call. Current clients visit
your site to find phone numbers, request service, enter
meter readings or order supplies. What clients find on
your Web site is critical to the success of your dealership
— particularly new areas like color, managed print serv-
ices and document solutions.
28 Sound Job Descriptions
They can help you
select the right peopleby Rich SissenSissen & AssociatesEmployee selection errors are commonplace and their
costs are staggering. Tens of thousands of dollars are
lost each year by companies of all sizes because they
select people who are not qualified to fill key jobs.
P R I N C I P A L I S S U E S
The Right Fit
Are your employees &
dealership in harmony?by Robert C. GoldbergBTA General CounselIn order to distinguish your dealer-
ship by service, all of your employees must be com-
mitted to customer satisfaction and genuinely enjoy
their jobs.
26
D E P A R T M E N T S
6
8
30
Executive Director’s Page
BTA President’s Message
Advertiser Index
S E L L I N G S O L U T I O N S
29 Key Account Management
Critical questions
to help optimize resultsby Tom KramerCATALYST Performance LearningDo you know everything you need to
know to win key accounts? I have found that it is what
you know that drives what you do, but it is what you did
not know — and could have — that costs you business.
Business Technology Association� September Education Calendar
� BTA Membership Application
� BTA Highlights
23
C O U R T S & C A P I T O L S
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Executive Director/BTAEditor/Office Technology
Brent [email protected]
(816) 303-4040
Associate EditorElizabeth Marvel
[email protected](816) 303-4060
Contributing WritersDarrell Amy, Dealer Marketing Systems
www.dealermarketingsystems.com
Robert C. Goldberg, General Counsel Business Technology Association
Randy Gould, One Stop Business Centerswww.osbc.net
Tom Kramer, CATALYST Performance Learningwww.catalyst2performance.com
Rich Sissen, Sissen & Associateswww.sissenandassociates.com
Business Technology Association12411 Wornall Road
Kansas City, MO 64145(816) 941-3100
www.bta.org
Member Services: (800) 505-2821BTA Legal Hotline: (800) 869-6688
Valerie BrisenoMembership & Marketing Manager
Mary HopkinsDatabase Administrator
Teresa LeerarBookkeeper
Brian SmithMembership Sales Representative
©2008 by the Business Technology Association. All RightsReserved. No part of this publication may be reproduced by anymeans without the written permission of the publisher. Everyeffort is made to ensure the accuracy of published material.However, the publisher assumes no liability for errors in articlesnor are opinions expressed necessarily those of the publisher.
EXECUTIVE DIRECTOR’S PAGE
Some dealers often
express a longing
for the days when
BTA’s districts hosted
more education and net-
working opportunities.
Are you among them? If
so, then I encourage you
to consider attending one of three BTA district
events scheduled for September and October.
On page 8, BTA President Ronelle Ingram
provides the details on a BTA West event
scheduled for Sept. 19-20 in Cypress, Calif. In
the coming weeks, on the BTA Web site
(www.bta.org) and elsewhere, you will also
see details on a BTA Southeast event sched-
uled for Oct. 24-25 in Waynesville, N.C. In this
space, I’d like to give you some of the details
for the third upcoming district event —
“Connect, Compare, Compete: An Executive
Summit,” scheduled for Sept. 11-12 at the Ritz
Carlton Westchester (at only $199 plus tax a
night) in White Plains, N.Y.
This two-day event (very affordable at
only $159 for General Registration) will
feature an outstanding line-up of education
session presenters, an opening reception
and a New York Yankees game. It is designed
for office technology dealership principals
and members of management who are
looking to take their dealerships to new
heights. As an attendee, you will “connect”
with vendors, industry experts and dealers,
have the opportunity to “compare” your
dealership’s efforts to current strategies for
success, and find new ways to “compete”
more intelligently to grow your business.
Here is a look at the education line-up:
� “Why is Everybody Always Picking on
Me?” presented by Bob Goldberg, BTA
general counsel. Bob will tell attendees how
to protect their businesses and position
them for success, focusing, in part, on prac-
tical solutions to everyday problems.
� “Growing Market Share and Profits”
presented by Tom Callinan of Strategy
Development. Tom will provide attendees
with the tools they need to reduce turnover,
increase sales rep productivity and develop
a strong sales force.
� “Moving From Boxes to Solutions” pre-
sented by Jon Reardon and Randy Dazo of
InfoTrends. Jon and Randy will go over the
trends and forecast of the solutions market
and also review what it takes to move from
just selling hardware boxes to selling solutions.
� “Shifting Service From Reactive to
Proactive” presented by Jack Duncan of Jack
Duncan Consulting. While service will
always be somewhat reactive, Jack will
explain how proper planning and training
can go a long way toward being proactive.
� “The Case for Page-Based Compensa-
tion” presented by Lou Slawetsky and Ruth
Ann Kordell of Industry Analysts Inc. Lou
and Ruth Ann will provide attendees with an
action plan to help them adjust their sales
compensation plans so that they provide an
incentive for sales reps to dig for those appli-
cations that generate volume and profits.
In addition, BTA and Strategy Develop-
ment will host the “BTA Print Management
Workshop” on Sept. 10-11 in nearby Tarry-
town, N.Y. Attendees of the workshop will be
able to attend the Sept. 11-12 BTA East
event at no additional charge.
For more information on the BTA East
event, call (800) 843-5059 or visit BTA online
at www.bta.org. Space and the number of
Yankees tickets are limited, so register to-
day. I hope to see you in White Plains. �
— Brent Hoskins
Attend BTA East’sSept. 11-12 Event
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®
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BTA PRESIDENT’S MESSAGE
“On your mark,
get set, go!”
“The f lag is
up!” No matter how you
say it, if you want to be
on the winning team ,
you must be prepared for
victory.
As part of the BTA “Educating U” series of
events, three separate conferences are being
presented in Cypress, Calif., White Plains,
N.Y., and Waynesville, N.C., this fall. Each will
provide a relaxing atmosphere to network
with other BTA members and learn from
industry leaders who will share their knowl-
edge and insight into current business trends.
“Fast Track to Recession-Proofing Your
Business” is the Sept. 19-20 BTA West event
in Cypress, Calif. Sales and service per-
sonnel, as well as dealership principals, can
choose from a wide variety of offerings.
As a front-runner to the event, Darrell
Amy will present his ProSolutions Work-
shop Sept. 18-19. This program offers state-
of-the-art solution selling techniques that
emphasize return on investment — not
being the low-price bidder.
BTA General Counsel Bob Goldberg will
share his wit and wisdom during his session,
“Why is Everybody Always Picking on Me?”
He is also offering BTA members the oppor-
tunity to schedule one-on-one time with him.
Tricia Judge, executive director of the
International Technology Council , will
present the current happenings in the world
of compatible supplies. Brenda Merrill, a
working document management profes-
sional, will share her real-life experiences as
director of marketing and business develop-
ment for MWB, Southern California’s largest
Global Imaging Systems operation.
Friday afternoon’s education sessions will
be followed by a fiesta reception at the
Cypress Fairfield by Marriott hotel. BTA West
has negotiated a special rate of $99 per double
room or $119 for a suite. This Marriott prop-
erty is conveniently located near our confer-
ence host location at MWB headquarters.
On Saturday, Sept. 20, in-house marketing
reps will have the rare opportunity to work
with Ann Barr in an all-day “sellebration.”
Take advantage of this chance to learn from
Barr in a face-to-face interactive session.
On Saturday evening, attendees will
gather at the Los Alamitos Race Course’s
private Finish Line Terrace for dinner, con-
versation and an evening of quarter horse
racing. A shuttle to the course, course atten-
dance, drinks, dinner and a racing program,
in addition to the sessions led by Bob, Tricia
and Brenda, are included in the $159 cost of
General Registration.
BTA East is offering an executive/dealer
principal event, “Connect, Compare, Com-
pete: An Executive Summit” at the Ritz
Carlton in White Plains, N.Y., Sept. 11-12. BTA
Southeast is offering its “Fall Colors Confer-
ence” Oct. 24-25 at the base of the Great
Smoky Mountains at the Waynesville Country
Club Inn & Resort in Waynesville, N.C.
Take advantage of this trio of BTA “Edu-
cating U” events, which offer an extensive
line-up of venues, industry experts, spon-
soring vendors and member camaraderie.
For those of you who have not yet signed up,
keep this in mind — your competitors have,
perhaps, already registered to attend.
Don’t be left at the starting gate. For
more information and online registration,
visit www.bta.org or contact me directly
[email protected] or (714) 744-9032. �
— Ronelle Ingram
Attend BTA West’sSept. 19-20 Event
®
2008-2009 Board of Directors
PresidentRonelle Ingram
Steven Enterprises Inc.17952 Sky Park Circle
Ste. EIrvine, CA 92614
President-ElectBill James
WJS Enterprises Inc.3315 Ridgelake DriveMetairie, LA 70002
Vice PresidentRock Janecek
Burtronics Business Systems Inc.216 S. Arrowhead Ave.
P.O. Box 1170San Bernardino, CA [email protected]
BTA EastTom Ouellette
Budget Document Technology251 Goddard Road
P.O. Box 2322Lewiston, ME 04240
BTA Mid-AmericaMike Blake
Corporate Business Systems LLC6300 Monona DriveMadison, WI 53716
BTA SoutheastBob Smith
Copiers Plus Inc.408 Chicago Drive
Fayetteville, NC [email protected]
BTA WestGreg Valen
Hawaii Business Equipment Inc.Toshiba Business Solutions - Hawaii
590-A Paiea St.Honolulu, HI 96819
Ex-Officio/General CounselRobert C. Goldberg
Schoenberg Finkel Newman & Rosenberg LLC222 S. Riverside Plaza
Ste. 2100Chicago, IL 60606
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by: Brent Hoskins, Office Technology Magazine
Development PlatformsProviding integrated, customized applications
The trend toward commoditization
and the changing needs of end-
users app ear to have b een th e
initial catalysts. Office technology manu-
facturers saw that it was time to start
bringing the MFP’s role in the workplace to
new heights. The primary vision was to
offer a means to integrate third-party soft-
ware applications into the MFP, providing
the end-user with a customized, time-
saving experience while standing at the MFP’s touch screen.
The result: Today’s MFP development platforms.
Roger Ellefson, manager of solutions marketing for the
Xerox Office Group of Xerox Corp., explains how the vision at
Xerox became reality with the launch of EIP (Extensible
Interface Platform). “EIP is a software platform inside many
Xerox MFPs that allows independent software vendors and
developers to easily create personalized and customized
solutions you can access right from the MFP touch screen,”
he says. “These solutions, which are tailored to meet specific
business challenges, can leverage a customer’s existing infra-
structure and databases. Customers can take advantage of
applications from industry-leading software providers or,
because EIP is based on Web standards, it is easy for in-
house developers to create custom solutions.”
While Xerox launched EIP in 2006, it was not the first to
offer a development platform for MFPs. In 2003, Canon U.S.A.
Inc. launched MEAP (Multifunctional Embedded Application
Platform) at its Canon Digital Solutions Forum in Chicago. A
May 6, 2003, press release announced the expectation for
MEAP: “The technology advancement is expected to dramati-
cally transform the level of utility and value derived from mul-
tifunctional devices through extensive customization that can
be developed specific to individual customer requirements.”
Dennis Amorosano, senior director of software product
marketing and solutions development for Canon U.S.A. Inc.,
recalls the early considerations within
Canon. “We started to see some things that
led us to believe that a market trend was
coming where customers, longer term,
would be looking to more tightly integrate
the MFP into their work processes and
application environments,” he says. “Histori-
cally, copiers, printers, fax machines and the
like were there to support work, but they
were not all that integral to the process.”
Canon leadership moved toward adding a new dimension
to the company’s product offerings. “We needed to have
some means by which we could readily develop the capabili-
ties on the platform that would allow us to integrate more
effectively with customer workflows,” explains Amorosano.
“Ultimately, we settled on what became the MEAP platform.”
Other manufacturers have launched development plat-
forms as well. In 2003, for example, Ricoh Americas Corp.
introduced RiDP (Ricoh Developer Program). Java is the main
RiDP platform. In 2005, Sharp Imaging and Information
Company of America was the first MFP manufacturer to
introduce a Web Services-based architecture, the Sharp OSA
(Open System Architecture) platform.
Sharp and Ricoh officials, too, saw the need to bring the
MFP to new heights. Vince Jannelli, associate director of appli-
cations and partners for the Product Management Group at
Sharp, says the launch of Sharp OSA, in part, was a matter of
providing a new value proposition. “What the Sharp OSA plat-
form does is it brings our dealer channel the ability to provide
the customer with a tailored MFP, whether through internal
development efforts or by dealerships acting as integrators,
leveraging the development of ISVs in our partner program,”
he says. “At the end of the day, as a dealer, do you want to be in
the commodity business or do you want to be in the value
business? This is the message of customization. People often
refer to the channel as primarily consisting of box pushers, but
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this is not necessarily the
case, especially now with the
advent of such powerful cus-
tomization tools as the
Sharp OSA platform. It is
essentially a tool set that ‘de-
squares’ the box, opening up
the value proposition.”
Actually, it appears that
the introduction of develop-
ment platforms have come to
a certain degree out of neces-
sity, given the growing num-
ber of software-based solutions now available in the office
technology industry. “We made the product more flexible
because the environment it is fitting into is more complex,”
says Jannelli. He notes that regardless of their high level of
expertise, etc., MFP manufacturers cannot provide features
that will meet every requirement of the end-user. “The way to
solve that is to provide an open development platform that
allows for customization and flexibility. These two things were
the initial vision for Sharp OSA and continue to be today.”
Greg Anderson, senior
engineering manager for
Ricoh’s Developer Technolo-
gies and Support, offers a
similar comment, citing
“necessity” among the rea-
sons for the launch of the
company ’s development
platform. “If you look at the
landscape outside the print-
ing arena, there are so many
solutions,” he says. “It be-
came really obvious to Ricoh
that although we are going to be pursuing solutions, there is
really no way we could provide the connectors, interfaces
and integration to everything that is on the market.”
As one might expect, there have been signif icant
strides in the development platform programs among the
manufacturers since they were first introduced. A look at
Canon — the development platform pioneer within the
scope of vision of the BTA dealer — illustrates the degree of
advancement. “When we first introduced the platform back
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“... As a dealer, do you want to be in thecommodity business or doyou want to be in thevalue business? ... TheSharp OSA platform ... isessentially a tool set that‘de-squares’ the box ...”
— Vince Jannelli, Sharp Imaging andInformation Company of America
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in 2003, quite frankly, we
here in the United States
didn’t have a tremendous
amount of experience and
capability in using the plat-
form,” says Amorosano. “So,
as a result, our ability to
effectively assist third-party
developers was somewhat
challenged.”
However, five years later,
Canon has come far, says
Amorosano. “I think the dif-
ferences between where we were in 2003 versus where we
are today in 2008 are like comparing night and day,” he says.
“We have been able to improve on so many different levels
as compared to where we started.”
Today, he says, the developer experience with Ca-
non’s Software Developer Kit (SDK) is much improved over the
early days. With the current
SDK, “the developer doesn’t
have to write nearly as many
lines of code in order to eli-
cit a device function,” says
Amorosano. “For example,
historically, if you were going
to try from your application
software to command a de-
vice to scan a page that may
have been 50 lines of code.
Now it may require only six
lines of code.”
Such improvements and the expertise that has since devel-
oped within Canon U.S.A. are paying off. “In the last 18
months, we have seen a strong increase in activity in terms of
the number of developers,” says Greg Ryan, Canon’s director of
industry and alliance marketing. “In the third-party develop-
ment community, including software vendors like Equitrac,
Pharos and Captaris, we now have approximately 12 to 16 of
them that have applications that are commercially marketed.”
Canon also offers five or six Canon-branded MEAP-enabled
applications that are basically extensions of the company’s
imageWARE suite of products. In addition, the company has
developed integrated, customized MEAP-enabled applications
unique to specific customers. Oftentimes, says Ryan, the appli-
cations are developed by Canon for a dealer’s customer. “We
will develop them on the dealership’s behalf and run the busi-
ness through the dealership and allow them to deliver it to the
end-user,” he says. “We have about 40 of those opportunities
that are in the pipeline right now.”
While other manufacturers offer company-branded applica-
tions enabled by their development platforms and provide cus-
tomized solutions for specific customers as well, perhaps the
best indication of the success of their programs is the number
of third-party developers. The numbers are increasing.
When Sharp OSA was first introduced, four program part-
ners — eCopy, Equitrac, Kofax and Liberty IMS — previewed
on stage at a Sharp dealer meeting how their software prod-
ucts could be run on the manufacturer’s MFPs. Today, says
Jannelli, there are more than 150 participants in the Develop-
ment Program and, through Sharp’s Marketing Program,
there are approximately 35 “validated” Sharp OSA-enabled
software products. He notes that the developer community
consists of a mix of ISVs, end-users and independent dealer-
ships, with the last group representing about 35 to 40 percent
of the participants in the Development Program.
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“I think the differencesbetween where we were in 2003 versus where weare today in 2008 are like comparing night and day.We have been able toimprove on so many different levels ...”
— Dennis AmorosanoCanon U.S.A. Inc.
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At Ricoh, there are three
RiDP levels — Basic, Pre-
mier and Premier Plus. Joe
Gormley, senior manager for
RiDP, reports that the com-
pany just exceeded 50 partici-
pants in the top level, Pre-
mier Plus. “Of those 50, we
now have 29 Java-based solu-
tions that are made available
for sale through third-party
developers,” he says. (Gorm-
ley notes that there are no
dealerships participating in the program. “Typically, their
expertise is in sales and marketing as opposed to develop-
ment,” he says. “I have not encountered any dealerships to
date that have strong ‘development shops.’ However, should
the situation change and dealerships begin to employ devel-
opment staff, we would be certain to re-evaluate the Ricoh
Developer Program offerings.”)
Meanwhile, at Xerox there are four levels in the Xerox
Alliance Program. Currently, the company has 10 partners in
the top two levels, Platinum and Gold, and more than 40 at
the Silver level. The bottom level, Developer, currently has
more than 400 participants. “The Platinum and Gold partners
have 21 solutions available and the Silver partners have 54
solutions available,” says Ellefson. “All of the Platinum level
partners have made updates to their software to leverage the
EIP platform, and the same is true of our Gold partners, with
one or two exceptions — and, in these cases, the software
updates are in progress, but not yet available for sale.”
Like Canon, the other manufacturers not only reported an
increase in the number of developers, but they also report
improvements to the platforms, SDKs and developer programs
themselves. Sharp, for example, recently introduced a new gen-
eration Sharp OSA that offers, among other enhancements, “a
richer user interface experience,” says Jannelli. At Xerox, the
primary focus is currently on implementing EIP throughout
the product line, says Ellefson. “We have made tremendous
progress, with the majority of our console-type (A3) products
now EIP-enabled.” And, at Ricoh, the company is set to
announce this month two new RiDP programs — MASA
(Major Account/Strategic Accounts) and EDU (education) —
providing to developers within the two key target markets
access to SDKs, Ricoh support, etc., says Gormley. In addition,
Ricoh is announcing a new category within RiDP for Docu-
ment Mall, the company’s on-demand document sharing and
management service.
What is the payoff from
today’s manufacturer devel-
opment platforms for deal-
ers? From Sharp’s Jannelli:
“Market share and margin;
you can address a broader set
of customer issues.” From
Canon’s Amorosano: “When
selling an embedded applica-
tion, customers get locked-in
in a big hurry. It becomes
very, very challenging for
competitors to make inroads into environments where the
dealership has been successful selling an MFP with a MEAP-
enabled application.” From Xerox’s Ellefson: “Dealers who
take advantage of this will have more to offer their cus-
tomers and will outpace competitors who do not.”
Despite the payoffs, many dealers whose manufacturing
partner offers a development platform may not be taking
advantage of the opportunity. “The Sharp OSA platform has
been tremendously successful, but I think there is more
potential,” says Jannelli. “There are a number of dealers who
are ‘sitting on the fence.’ Many Sharp dealerships are selling
Sharp OSA-enabled applications at a regular clip, but many
are only occasionally coming through with one or two deals.
These are the dealerships that we are now focused on.”
Jannelli advises dealers to consider initially embracing a
select few of the development platform-enabled applications,
possibly selecting one each from various product categories
such as document management, fax server and accounting.
Or, he adds, dealers may want to first focus on working with
developers with complementary applications, all with a focus
in specific verticals, such as the medical or legal markets.
“When sales reps are introducing themselves and their
product line, they need to understand the specifics of cus-
tomers’ needs,” says Jannelli. “Then the reps should discuss
how the customization flexibility inherent in the Sharp OSA-
enabled MFP will help customers better meet those busi-
ness needs. This will help set them apart from the pack. As a
matter of fact, if a Sharp dealership sales rep doesn’t do this,
then he (or she) is really only leveraging half
of his available value proposition.” �Brent Hoskins, executive director of the
Business Technology Association,
is editor of Office Technology magazine.
He can be reached at [email protected].
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“The Platinum and Goldpartners have 21 solutionsavailable and the Silverpartners have 54 solutionsavailable. All of thePlatinum level partnershave made updates to theirsoftware to leverage the EIP platform ...”
— Roger EllefsonXerox Corp.
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by: Randy Gould, One Stop Business Centers
Making an AcquisitionHow to complete the process in 90 days
During times of economic uncertainty, some business
owners might be hesitant to take a risk. However,
my dealership, One Stop Business Centers, thrives
by pursuing justified and well-researched challenges. After
several years of looking at five or six acquisition possibilities
that offered no real potential, I took on the challenge of
acquiring a competitive dealership in my market and com-
pleted the transaction in only 90 days.
As a dealership principal, I have clear and simple goals —
provide the best technology and support to our customers,
grow profitability and build market share. In December
2007, I received a call from a colleague informing me of a
potential acquisition opportunity of a competing dealership.
I was intrigued because the competitor and I represent the
same product line.
In determining the viability of this acquisition, specific
elements weighed heavily in my decision to proceed:
� This was a direct competitor.
�They were located in one of our existing marketing areas.
� We shared the same product line.
� Very little retraining would be needed.
� There would be shared resources.
The presence of these five elements convinced me that
this was a valuable opportunity. It was imperative to move
quickly and decisively.
Naturally, having a local competitor as a potential acqui-
sition candidate made me eager to learn more. It is a rarity
to have a viable acquisition within your marketplace and,
therefore, I wanted to expedite the process and gauge the
validly of the opportunity.
Over the years I have successfully completed six acquisi-
tions. One fact I have come to appreciate is that in any
acquisition venture, it is important to have the right
mindset. This sounds easy enough, yet I have discovered
that you should be prepared for unexpected bumps in the
road and leave no stone unturned.
Acquiring a competitive dealership can be a daunting
task, but if done properly with the right management team
and strategic alliances in place, it can be made smoother
and easier than you may think. In my career, I have had the
fortunate circumstance of having incredible business
alliances helping my company. The two most critical are a
very capable law firm and an outstanding CPA firm.
The law firm should have “under one roof ” attorneys that
not only have extensive merger and acquisition capability,
BTA member One Stop Business Centers of Burlington, Mass.,
(downtown Boston office shown) acquired a competitive dealer-
ship, completing the transaction in only 90 days.
Gould Aug 08:Gould Aug 08 7/31/08 10:39 AM Page 10
but also have a team of legal profes-
sionals with a wide range of expertise in
order to address employment contract,
human resource, real estate and general
corporate law issues. This depth of
experience helps expedite the acquisi-
tion because unforeseen obstacles are
resolved quickly and efficiently.
Also, a highly skilled CPA firm with a
depth of talent is needed to rapidly and
accurately complete the due diligence process, confirm the
dealership’s financial viability and structure the financial
components of the transaction. Aligning my business with
these two key players afforded me the opportunity to
manage and control my cash outlay, ensure financial sta-
bility and close the acquisition quickly.
The acquisition process first started in earnest with a
phone call to the president of the dealership interested in
selling. As competing businesses, he was well aware of One
Stop’s reputation as a highly regarded document imaging
company. And in understanding his background, I was able
to rapidly gain his confidence.
Our second step was the due diligence process. Some of
the possible pitfalls included the potential liabilities in
acquiring this dealership, whether the acquisition would be
too much of a financial burden for our organization and our
ability to align all credit lines and absorb the debt from the
acquired company. Since I had been with my accounting firm
for more than 20 years, they knew the office technology
industry well and supplied financial insight that was prac-
tical and useful. In addition, we worked diligently with our
law firm to create solutions to overcome unexpected hurdles.
The third step was to address one of my core concerns,
which revolved around the employees of the company to be
acquired. There was angst over job security and we had to
ensure that they were fully informed. Our management
team knew we needed to act quickly to avoid unnecessary
issues and keep the entire team focused and balanced.
As the transaction neared completion, our management
team arranged a meeting with the new team to educate
them on our organization. We felt it was important to com-
municate with them about our reputation as a financially
sound and well-regarded office technology dealership. At
this time, our management team also explained the integra-
tion of the two companies. Employees were encouraged to
ask questions and, as a result, after the transaction was
completed, there were very few difficult issues to resolve.
Following the acquisition, our biggest
payoff was the ability to offer our new
customers services and support pro-
grams that were previously unavailable to
them. With the acquisition, our level of
customer service increased and our
product knowledge, service and support
strengthened. We have also become a
larger company with more resources at
hand to offer our new and existing cus-
tomers. Plus, our relationship with the manufacturer has
grown stronger because of their added support to what is
now a larger, more powerful dealership.
There is one final observation regarding the acquisition
challenge. As a small business owner and entrepreneur
since 1984, I plan ahead to give my business the most oppor-
tunity for growth. A proven method to accomplish this is by
being a fiscally strong company. This business strategy
allowed One Stop Business Centers to be in a position to
quickly take advantage of an unusual opportunity.
If you are considering an acquisition, I recommend these
essentials:
� Commit yourself 100 percent to completing the acqui-
sition. Understand your risk and the impact on your busi-
ness and bottom line.
� Have the right people working on your behalf to powerfully
conduct the due diligence process and structure the transaction.
� Put management and technical staff in place with the
ability to absorb the new business.
� Have the financial viability in place to complete the
transaction and handle the additional financial commitments.
An acquisition is a tremendous strategy to grow your deal-
ership. Of course, the days leading up to the close of the trans-
action were time consuming, but with this acquisition, in just
a little over 90 days, my company had grown 25 percent. Plus,
we then had the opportunity to improve our bottom line as a
result of offering our new and existing accounts superior
service, support and value. Because of our increased buying
power and visibility, we are also a better document imaging
resource for all of our current and future customers. Now that
was a risk worth taking. �Randy Gould is president of One Stop Business
Centers, a BTA member dealership. The
dealership is headquartered in Burlington,
Mass., with branches in Massachusetts, New
Hampshire and Rhode Island.
Visit www.osbc.net.
Following the acquisition,our biggest payoff wasthe ability to offer ournew customers servicesand support programsthat were previouslyunavailable to them.
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by: Darrell Amy, Dealer Marketing Systems
Your Web StrategyWhat every dealership’s site should include
It is no secret that your current
and potential clients will visit
your Web site. Potential clients
visit your site before or after a sales
call. Current clients visit your site to
find phone numbers, request service,
enter meter readings or order sup-
plies. What clients find on your Web
site is critical to the success of your
dealership — particularly new areas
like color, managed print services and
document solutions.
Technology providers need to be particularly concerned
about the image they portray on the Web. It is true that a
good Web site can make a big company look small and a
small company look big. In the same way, a poorly thought-
out Web site can make a technically competent company
look incompetent.
Over the past four and a half years, my team has analyzed
hundreds of dealership Web sites. The following are the five
things we look for when evaluating a Web site.
1. Does Your Site Build Credibility?Chances are you have tons of credibility with your clients
when it comes to talking about office equipment and
service. However, when it comes to new business initiatives
like managed print services or document management, your
current and potential clients are typically less trusting. It is
up to you to make them feel comfortable with your under-
standing of these technologies and your ability to execute.
Consider the following scenario: A sales representative has
an encouraging first meeting with a client to discuss managed
print services. On the way out the door, the sales representa-
tive hands the prospect his (or her) business card. Curious, the
prospect visits the company’s Web site to learn more.
What happens at this moment is critical to the sales
process. Hopefully, the client will
quickly find information to support
what the sales representative shared.
Perhaps the site provides relevant sta-
tistics, white papers and case studies
of other clients. In this case, the
prospect will likely feel comfortable
continuing the sales process.
But what if the prospect visits the
Web site and finds no information on
the solution that the sales representa-
tive was talking about? Instead, they find typical informa-
tion on the company’s great copier/MFPs and superior
service. It is not difficult to imagine how this client would be
skeptical of the company’s ability to deliver.
The way to build credibility is by providing relevant content.
The content should support what your sales representatives
are saying. In many cases, it should go deeper, providing more
information than would typically be shared on a sales call. Are
clients going to read all of this information? Most of them prob-
ably will not. However, they will be able to scan the headlines
and see that you know what you are talking about.
2. Do You Keep Them On Your Site?In today’s environment of over-saturated distribution, the
last thing you want a client to do is to leave your Web site. This
is particularly true when it comes to product information.
Maintaining product catalogs for multiple hardware brands
is hard work. I know. I have a part-time employee dedicated to
updating product information on every U.S. brand of copier,
printer, fax, digital duplicator, wide format system and scanner.
In response to the frustration of maintaining product cat-
alogs on their Web sites, many dealers have resorted to
linking to their OEMs’ product pages.
The problem with linking to an OEM’s site is that you lose
control of the client. In the physical world, this would be like the
Amy Aug 08:Amy Aug 08 7/31/08 10:48 AM Page 10
client leaving your office to go to the
OEM’s office to view a demo of a machine
that you do not have in stock. The chances
of them coming back are not great —
especially when they learn about the man-
ufacturer-direct location in your market.
We need to be realistic. Every one of
your clients knows how to use Google.
You cannot force them to stay on your
site. However, if you provide relevant
information (product brochures, drivers, manuals, etc.) on
your site, your clients will not have to leave. You may want to
think about engaging a third party to maintain your product
catalogs. It is worth the small investment to keep prospects
on your site.
When looking for a provider, make sure you can control
which products appear on your site. There is nothing more
frustrating than a sales rep getting an e-mail during the
sales process asking about a product on your site that you
do not carry or are not authorized to service yet. Also, look
for a product catalog that will enhance search engine place-
ment by publishing product information directly onto your
Web site. That way, when someone searches for a particular
product, you increase the odds that they
will hit your site.
3. Does Your Site Deepen Trust?One of the best ways to build credi-
bility on your site is by providing local
references. When clients see local com-
panies endorsing your dealership, it
builds confidence in your ability to
deliver. This is particularly true when it
comes to new initiatives like color, managed print services
and document solutions.
References can be delivered in one of two ways: First, you
could provide a quote from the client. I like to see quotes
embedded in the sidebars throughout a site or even rotating
in a flash presentation on the home page.
The other way to deliver references is through case
studies. They are a powerful way to prove your competence
in new solutions areas. Illustrating how you were able to
help another local company solve a problem goes a long way
in building trust during the sales process.
Some dealers are reluctant to put references on their site for
fear that the competition will target these accounts. While this
One of the best ways tobuild credibility ... is byproviding ... references.When clients see localcompanies endorsingyour dealership, it buildsconfidence ...
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Amy Aug 08:Amy Aug 08 7/31/08 10:48 AM Page 11
is understandable, the reality is that the
competition is already targeting these
accounts. When they see that you have
such a good relationship with an account
that they are willing to provide a refer-
ence, chances are your competition will
shy away and go after an easier target.
4. Does Your Customer Feel Safe?Many dealerships have partnered with
companies that provide customer portals for service, meters or
supplies. Often, the goal of these Web applications is to auto-
mate key processes in the dealership to improve customer
service and reduce overhead. Many times, though, these inter-
faces are under-utilized.
One of the main reasons clients are reluctant to use online
service interfaces may be related to something very simple
— the branding and layout of the interface. On many sites, I
have noticed that when you click on the link to enter a
service call, a new window opens up that does not look any-
thing like the dealership’s Web site. Instead, they are greeted
with a plain white page that asks them for a username and
password. This makes the client wonder where they have
landed. Many probably wonder if the site is safe. It is no
wonder clients are reluctant to use dealer service portals.
The solution to this problem is to make sure your cus-
tomer interfaces are branded to match your main Web site.
That way, when clients click the link to enter a service call or
key a meter reading, they feel comfortable that the informa-
tion is going to you.
Customization can be done in one of two ways. You can
embed the login script into a frame inside your current site,
so that the client is actually logging in through a page on
your site. The other option is to “reskin” the Web interface
on your current site. This involves creating a graphic set that
matches your current site.
While you are reskinning the user interface for your
service, meters and supply systems, it is a great time to think
about what you want to market to your existing clients.
These login pages are a great place to feature promotions on
new systems, solutions or supplies.
5. Be Easy to Find: Search Engine OptimizationYou likely have put a sign up in front of your dealership to
make it easy to find. You may have even chosen your location
based on exposure. You also probably have your phone number
in the yellow and white pages. However, in today’s online world,
you have to ask how easy it is to find your
dealership online.
Google (and other search engines) is
the new Yellow Pages. Most people use
search engines on a daily basis and this
trend will only grow. Therefore, it is crit-
ical that your Web site be positioned to
get good placement. While this could be
the topic of an entire article or book, let us
take a quick look at the basics of search
engine optimization.
The challenge with getting placement in search engines is
that it is more complicated than hanging a sign in front of
your building or paying for a Yellow Pages ad. While you can
purchase pay-per-click ads, I want to focus on setting up
your site to get placement on the free part of a search page.
There are a few fundamental things that need to be in
place. First, your site needs to be search-engine friendly.
Many people are becoming familiar with the term “meta
tags.” In layman’s terms, these are the behind-the-scenes
keywords and descriptions that go with pages on your Web
site. It is important that these are set correctly.
However, the actual content on your site is just as impor-
tant as the meta tags. The more relevant content that you can
put on your site, the more information the search engines have
to index. This increases your odds of getting good placement.
Another key is to continually add new content. Each time
you add content to your site, search engines index it, helping
to boost your rankings as a relevant site. You should do this
as often as you can — preferably daily. As a side benefit,
clients can enter their e-mail addresses to receive news noti-
fications and sales representatives can forward relevant arti-
cles to clients to help increase their touches with them.
Enhance Your Web Site StrategyThe Internet continues to grow in importance and tech-
nology continues to evolve. Always be on the lookout for ways
to enhance your Web presence. As the Internet continues to
evolve, it is vital to invest in strategies that enhance your image,
boost your credibility and compliment your sales objectives.�Darrell Amy is president of Dealer Marketing
Systems, a firm providing Web site content,
design, product catalogs and search engine
optimization services exclusively to document
solutions dealers. He can be reached at
Visit www.dealermarketingsystems.com.
One of the main reasons clients are reluctant to use onlineservice interfaces may be related to somethingvery simple – the branding and layout ...
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EDUCATION CALENDAR
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September10-11 BTA Print Management Workshop Tarrytown, NY
Taught by Tom Callinan and David Ramos of Strategy Development, this two-day educationalworkshop is designed to provide dealerships with the tools they need to establish a print man-agement strategy that will allow them to significantly increase the quantity of captured prints,lock-in customers, distinguish themselves from competitors and, ultimately, sell more hard-ware. Registrants will receive free Sept. 11-12 BTA East District event General Registration.
11-12 “Connect, Compare, Compete: An Executive Summit” White Plains, NYThis BTA East District event is designed for office technology dealership principals andmembers of management who are looking to take their dealerships to new heights. As anattendee, you will “connect” with vendors, industry experts and fellow dealers, have the oppor-tunity to “compare” your dealership’s efforts to current strategies for success and find new waysto “compete” more intelligently to grow your business. Education session speakers include BobGoldberg, Tom Callinan, Jon Reardon, Randy Dazo, Jack Duncan, Lou Slawetsky and RuthAnn Kordell. Also included in the General Registration price ($159) is a cocktail reception anda New York Yankees game. (Space and Yankees tickets are limited. Register today!)
18-19 BTA ProSolutions Cypress, CASoftware vendors teach you about their technology. But your clients don’t care about technology— they want their business problems solved. Taught by Darrell Amy of Dealer MarketingSystems, this course will help you understand your clients’ business problems, so you can providesolutions. Registrants will receive free Sept. 19-20 BTA West District event General Registration.
19-20 “Fast Track to Recession-Proofing Your Business” Cypress, CAThis BTA West District event is designed for office technology dealership principals, managersand sales representatives who are looking to further strengthen their dealerships. Educationsession speakers include Bob Goldberg, Tricia Judge and Brenda Merrill. General Registration($159) also includes a cocktail reception as well as an evening of quarter horse racing anddinner at the Los Alamitos Race Course.
20 “Maximizing Your Inside Sales Profitability” Cypress, CATaught by Ann Barr of Selling Supplies, this workshop includes a full day of motivational salestraining and interactive roleplay exercises designed to increase the effectiveness of imagingsupply sales representatives for the purpose of generating additional revenues and profits.Workshop registrants will receive free Sept. 19-20 BTA West District event General Registration.
For additional information or to register for courses or events, visit www.bta.org or call (800) 843-5059.
Calendar Page 2008:23OT0907 8/1/08 8:45 AM Page 25
MEMBERSHIP APPLICATION
PART IV – INVESTMENT Select one: � Payment Enclosed (Make check payable to Business Technology Association)
� MasterCard � Visa � American Express
Annual BTA Dues: $
Card Number: Exp. Date: Card Holder’s Name:
I hereby apply for membership in Business Technology Association:
Signature: Date:
Return to: Business Technology Association, 12411 Wornall Road, Kansas City, MO 64145Phone: (800) 505-2821 � Fax: (816) 941-4838 � E-mail: [email protected] � Join online at www.bta.org
Membership dues must be submitted in U.S. funds. Dues paid to BTA do not qualify as a charitable tax deduction. Dues do qualify as a business expense.
Equipment/Products:� Audio/Video Presentation Equipment� Bar Coding Equipment� Binding Equipment/Supplies� Cash Registers/Points of Sale� Check Writing/Protection Equipment� Computers/Accessories/Supplies� Copiers (MFPs), B&W
Accessories/Parts/Supplies� Copiers (MFPs), Color
Accessories/Parts/Supplies� Duplicating Equipment/Parts/Supplies� Facsimile Equipment/Parts/Supplies� Filing Systems/Electronic Organizers� Furniture� Identification Systems/Labeling
Equipment
� Mailing/Shipping Equipment/Supplies� Networking Products/Services� OCR Scanners� Office Supplies� Paper Handling Equipment� Phone Answering Equipment� Power Protection� Printers, B&W
Accessories/Supplies� Printers, Color
Accessories/Supplies� Recycled/Remanufactured
Equipment/Supplies� Security Equipment/Systems� Shredders� Software Development/Sales/Support� Time Recording Equipment
� Typewriters/Accessories/Supplies� Other:
Services:� Circuit Board Repair� Consulting� Equipment Rental� Financing/Leasing� Insurance� Internet Solutions� Publishing� Service/Repair� Training/Education� Other:
PART III – MEMBERSHIP Categories and Classifications
PART II – PRODUCT INFORMATION Please indicate the products you sell or the services you provide (check all that apply):
PART I – COMPANY INFORMATIONCompany Name:Street Address: PO Box:City: State/Province: ZIP/Postal Code: Country:Phone: ( ) Fax: ( ) Web Address:Occasionally, BTA makes its member list available to companies who wish to present opportunities to our members.Can BTA include your e-mail address in the online BTA Membership Directory? � Yes � No
No. of locations (include parent): No. of employees (include owners):
Year business was established: Annual revenue: $
Contact Names:Principal Contact: Title: E-mail Address:Sales Contact: Title: E-mail Address:Service Contact: Title: E-mail Address:
Heard about BTA from/Referred by (name & company): Suppliers and vendors to BTA members may communicate with member dealers, indicating membership in and support of the association. Suppliers and vendors are prohibited from indi-cating or suggesting that BTA approves, supports, endorses or encourages its members to use the products or services being promoted or endorses the supplier or vendor of the product.
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Retail Dealer Memberships:� $430 1-10 Locations (1 year)
� $795 1-10 Locations (2 years)
� $885 11-50 Locations (1 year)
� $1,395 51+ Locations (1 year)
Vendor Associate Memberships
� $1,500 Annual Sales up to $5 million
� $2,000 Annual Sales $5-$10 million
� $2,500 Annual Sales over $10 million
Service Associate Memberships
� $500 Annual Sales up to $1 million
� $750 Annual Sales $1-$5 million
� $950 Annual Sales over $5 million
Publications Associate Membership: � $150Dealers savewith two-yearmembership!
Member App 2008:Member App 2008 7/31/08 10:53 AM Page 25
BTA HIGHLIGHTS
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The following new members joined BTA during themonth of June:
Dealer MembersAutomated Copy Systems, Abilene, TX
CDT Business Systems LLC, Mt. Ephraim, NJ
Document Solutions USA, Denver, CO
The Edge Technology Group Inc., Cumming, GA
Image-Pro Services & Supplies Inc., Batavia, IL
Professional Business Systems Inc., Rogers, AR
Specialized Office Services Inc., CapeGirardeau, MO
Vendor Associate MembersInternational Laser Group, Woodland Hills, CA
Jackin USA Inc., La Mirada, CA
Sagem-Interstar, Montreal, Quebec, Canada
Samsung Electronics, Irvine, CA
For full contact information of these new members,visit www.bta.org and click on “BTA HotlineOnline” on the home page before Oct. 1.
2007 Business EquipmentQuota Index (BEQI)
The 2007 BTA BusinessEquipment Quota Index (BEQI)provides market potential (prod-uct demand) indices for the U.S.market. Users of the BEQI areprovided with an index for the
desired state, county, MSA (metropolitan statisti-cal area) or ZIP code in the United States.
These indices can be used to forecast sales,evaluate territories, measure sales potential,establish sales quotas or measure sales perfor-mance. BTA members receive special pricing!
To order the 2007 BEQI, call (800) 843-5059 orvisit www.bta.org and click on “Research” in the
left-hand column of the home page.
For the benefit of its dealer members, eachmonth, BTA will profile two of its Vendor orService Associate members in this space.
BTA Vendor Associate memberSYNNEX Corp. is a business pro-
cess services company, servicing resellers andOEMs in regions around the world. SYNNEX pro-vides outsourcing services in IT distribution, con-tract assembly, logistics management and busi-ness process outsourcing.
SYNNEX distributes technology products frommore than 100 IT OEM suppliers to more than15,000 resellers throughout the United States,Canada and Mexico. Its focused product cate-gories include IT systems, peripherals, systemcomponents, software and networking products.
www.synnex.com
BTA Vendor Associate mem-ber Sagem-Interstar is a global
leader in fax server solutions for IP networks. ItsXMediusFAX leverages IP telephony and unifiedcommunications systems to enhance productiv-ity, collaboration and ROI by integrating fax onthe desktop.
XMediusFAX is also fully integrated with MFPsand copiers through native integration (OKI andMuratec), proprietary connectors (Canon andSharp) and standard T.37 protocols (Xerox, HP,Ricoh and Toshiba). Organizations wishing to ex-tend the life of analog fax and leverage MFPinvestments while they transition to converged IPnetworks and unified communications systemsmay also deploy the SAGEM FAX ATA 101S(Analog Terminal Adaptor).
www.sagem-interstar.com
A full list of BTA Vendor and Service Associate members can be found online at www.bta.org.
Member Page 2008:Member Page 2008 7/31/08 10:55 AM Page 25
In the office technology industry, everyone
offers the same functional products. Fea-
tures and reliability have become the
norm rather than the exception. While some
dealers insist upon competing by reducing the
cost per copy to the lowest possible (and often
unprofitable) amount, others compete based
on service. In order to distinguish your dealer-
ship by service, all of your employees must be
committed to customer satisfaction and gen-
uinely enjoy their jobs.
My wife, Carol, loves to buy shoes and I do
not believe she is alone. However, for the past year, she has not
set foot in a shoe store. Although she is only comfortable with
basic computer skills, she has purchased all her shoes through
the Internet shoe retailer Zappos. The shoes do not cost any less,
but Zappos makes shopping with them easy and pleasant. Carol
often expresses how nice the folks at Zappos are whenever she
has reason to contact them. Zappos usually sends shoes to our
home within two days of placing an order. They also include a
return shipping label for shoes that are not desired. One could
effectively order a dozen pairs and return them all at no cost.
Zappos has not distinguished itself by lowering its prices, but by
delivering exceptional service with employees who back up their
commitment to customer satisfaction.
How does Zappos find the right people to execute its plan?
It has recruiting systems, but they are not perfect. Many
dealers use recruiters and they are not always satisfactory
either. To overcome recruiting errors, Zappos has a program
that truly addresses whether the employee and the company
are a good fit. The plan is referred to as “the offer.” Employees
are put through a two-week training program to learn the
Zappos philosophy, job responsibilities, policies and proce-
dures. After the first week of training, the group is asked
several questions: “How is it going? Is this living up to your
expectations? Is this the right place for you?”
If the experience and the position are not right for the new
employee, Zappos has an offer for all employees during their first
week. Zappos will pay the individual his (or her) compensation
to date, plus a $1,500 bonus if he resigns. To date, only 2 to 3
percent of recruits have taken the money and left the company.
Zappos aims to be the best service organi-
zation that happens to sell shoes. Your dealer-
ship has similar goals and requires committed
individuals to reach them. Weeding a new
employee out quickly will save you both time
and money.
Often dealers contact me for advice
regarding termination of an employee. They
emphasize how many chances they have
given the individual to succeed in his posi-
tion. Perhaps by making “the offer” they
could have saved the time and energy spent
with the individual. Better yet, the individual would have vol-
untarily resigned, thus saving additional expenses like unem-
ployment compensation.
Another company that is able to recruit stars is Google. The
company’s job is easier, as it receives 700 resumes each day
and only hires 5,000 individuals each year. Google seeks the
“right” individuals and provides an environment where they
can flourish. Google employees work in “groups” or “teams.”
This allows cooperative efforts and creates team pressures for
participants to contribute. Google provides performance-
driven raises, yet it does not penalize for failure. Of the proj-
ects undertaken, Google only expects a 70 percent success
rate. Would your dealership be satisfied with a 70 percent
close rate? Let your teams set their own goals and reward
them for success.
A dealership is only as strong as the commitment of its
employees to customer satisfaction. The best equipment and
lowest price will not offset a service failure.
Recruiting is difficult. Professional recruiters may reduce
your time involvement, but they may not have any more success
than you. Evaluate new recruits early and cut your losses as
soon as either one of you determines it is not a good fit.
Following the initial satisfaction with “the fit,” create teams to
assure every employee is pulling his own weight.
Service can create a customer for life, but having
the right individuals to deliver that service is key.�Robert C. Goldberg is general counsel for the
Business Technology Association. He can be
reached at [email protected].
by: Robert C. Goldberg, General Counsel for the Business Technology Association
COURTS & CAPITOLS
The Right FitAre your employees & dealership in harmony?
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Employee selection errors are common-
place and their costs are staggering.
Tens of thousands of dollars are lost each
year by companies of all sizes because they
select people who are not qualified to fill key
jobs. The cost of turnover is increased dramati-
cally when we add in training expenses, addi-
tional recruiting and selection expenses, loss of
productive time by management and lost busi-
ness through dissatisfied customers who are
served by incompetent individuals. Additionally, managers experience
discouragement and frustration in their own job when they realize
they must begin all over to recruit a replacement for a position.
The ability to match the capacities of a person to the re-
quirements of a job is a vital personal management skill and a
major factor in promoting your company’s efficiency, growth
and earnings. The underlying key to a successful business
operation lies in the initial selection of the right people for the
right jobs. The first step in this process is a complete and com-
prehensive job description. Below are step-by-step guidelines
on how to write a full and sound job description.
� Job Title: State the official job title.
� Major Goals and Responsibilities: Briefly describe the
basic purpose of the job. In other words, describe what the
results will be if the job is done successfully. Include the most
important goals, outcomes and responsibilities for which the
person will be held accountable. Indicate the criteria that will
be used to measure success in the position (cold calls per day,
phone calls, quota, etc.). If the job primarily involves sales,
management or other kinds of responsibilities, indicate the
percentage of time that will be spent on these duties.
� Products and Services Involved: Indicate those products
or services sold if it is a sales job. Otherwise, state the products
and services your company represents or produces.
� Essential Activities: Briefly state the five most impor-
tant functions of the job and what percentage of time should
be spent doing each. List these duties and responsibilities in
order of their importance to the job. Be specific.
� People Managed: If applicable, specify the number and
job titles of the people managed or supervised by the person in
the position. Include those who the employee will manage
directly, as well as those who he (or she)
will only be indirectly responsible for.
� Primary People Contacts: Identify
those people who the person in this posi-
tion will have frequent direct contact with.
Include c ontacts both int ernal and
external to the organization.
�Behavioral Characteristics, Attitudes
and Skills Required: Consider the specific
job carefully and describe a successful
person, but not one who is overqualified. Avoid the temptation to
“idealize” every job.
�Prerequisites: State the minimum requirements (education,
training or experience) needed to function effectively on the job.
� Toughest Parts of the Job: Include the most difficult
aspects of the job the person is likely to encounter during
start-up and on an ongoing basis (new sales territory, lots of
rejections, product knowledge, etc.).
� Compensation Methods, Range and Advancement
Opportunities: This information is crucial to selecting the
right people. Be candid about limitations as well as opportuni-
ties when completing this part of the job description. Provide
figures for the low and high range of salary or commission earn-
ings. What percent of the total is commission?
� Outside Influences: State any unusual circumstances
occurring within the team environment or circumstances that
will directly impact performance. For example, what training,
by whom and how much? What kind of support will he receive?
From whom will he receive it? What are the realistic advance-
ment opportunities? What behavioral characteristics should he
have for this job? How many hours per week are required?
Once you have the right job description in place, you are
better prepared to match the description to the skills, experi-
ences and behavior patterns of applicants to any position. �Rich Sissen has more than 30 years experience in the office
technology industry, including 10 years with a
major manufacturer and 18 years as the owner
of a copier and facsimile dealership. For the
past 10 years, he has served as a management
consultant for the office equipment industry.
Visit www.sissenandassociates.com.
Sound Job DescriptionsThey can help you select the right people
by: Rich Sissen, Sissen & Associates
PRINCIPAL ISSUES
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Tens of thousands of dollars are lost eachyear by companies of all sizes because they select people who are not qualified to fill key jobs.
Sissen Aug 08:Sissen Aug 08 7/31/08 11:02 AM Page 26
Do you know everything you need to know to win key
accounts? I have found that it is what you know that
drives what you do, but it is what you did not know
— and could have — that costs you business. In
this article we will look at powerful questions
that you will need to answer before you
invest time, effort and resources into pur-
suing an opportunity or an account.
We will look at four areas that will give you a
conceptual framework to assess your accounts
or individual business opportunities. We will
address the first two here and the last two in next
month’s article. The four areas are: business needs
and buying processes, buying profile factors, com-
petitive factors and the investment question.
Business Needs & Buying ProcessesFirst we need to look at why customers buy and
how they buy. We use three assessment criteria for
this step: the customer’s stated and unstated needs,
business goals and issues, and the decision process.
� Stated and Unstated Needs — Here are the
critical questions you need to ask: Are the account
needs clearly understood by the key personnel within
the account and by you? Are they defined quantita-
tively and qualitatively? Have they been clearly com-
municated to everyone? Do all key buying contacts
(such as high influencers, decision makers and low
influencers) understand the needs and are they com-
mitted to achieving a resolution?
� Business Goals and Issues — How well do you
know your customer’s goals and business issues? Busi-
ness goals and issues refer to the general and specific
results the customer expects to achieve from product or
solution purchases, i.e., increased productivity, increased
sales to their customers, increased profitability, problem reso-
lution, etc.
The critical questions you need to ask and answer fully are:
Do you have a clear understanding of the overall business
goals and issues faced by your account that create a need for
your products and services? What is more, can you specifically
identify those goals and issues that you can positively impact?
� The Decision Process — Understanding the internal
process of how a customer makes buying decisions is critical
for account success. Specifically, this means identi-
fying key decision makers, approvers and influencers
in the organizations, as well as other “buying entities”
such as purchasing committees.
The key questions you need to answer are: Is the
customer’s decision-making (buying) process known
to all customer personnel and clearly understood by
you? Are all decision makers, influencers and observers
fully identified and defined? Do you know the specific
position of each contact in the general buying process?
Buying Profile Factors: The AssessmentHere we address the customer’s company —
what it is and how it operates. To do this, we use
six different assessment criteria:
� Corporate Motive — Corporate motive is tied
to an account’s overall business goals and direction.
Power and fame motivators indicate aggressive com-
panies with market leadership and advantage as a
goal. On the other hand, safety-motivated companies
will seek low-risk solutions.
Critical questions to answer are: How does this
customer make key decisions based on corporate
motive? Are they power driven and looking for market
dominance? Are they fame driven and looking for inno-
vation? Or are they safety driven and looking for the
lowest-risk solution?
Your selling strategy should mirror the client’s buying
style. For example, power companies want to hear about
good solutions. They must be well tested and proven,
but still leading edge enough to empower them in the
marketplace. Fame customers want to hear about new and
exciting ideas that they can be the first on the block to have.
Lastly, safety companies want to hear about the tried and true
solutions. Sometimes, the biggest mistake we can make is
delivering a message that is incompatible with the company’s
corporate motivation.
� Capacity for Change — How will your customer accept
Key Account ManagementCritical questions to help optimize results
by: Tom Kramer, CATALYST Performance Learning
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SELLING SOLUTIONS
Kramer Aug 08:Kramer Aug 08 7/31/08 11:04 AM Page 26
new ideas? Change capacity asks you to
look at the level of change that your prod-
ucts or your company creates for a specific
customer. Depending upon a customer’s
acceptance of change, a “better idea” may
or may not be an effective sales approach.
To evaluate your customer’s capacity for
organizational change and acceptance of
new processes, ideas or technology, you
need to identify if change is easily accepted
or actively resisted.
How successful have new initiatives been in this organiza-
tion? Is your customer an innovator? That is, is continuous
change and improvement normal and accepted? Is your cus-
tomer a joiner? Do they prefer low-risk change and do they
rely on generally proven solutions? Or, is your customer a
resister? Do they change only when it is absolutely necessary?
Do they harbor high internal resistance to change? Are they
the proverbial laggards when it comes to adopting new ways
of doing business?
� Relationship — Here we are looking at your current
relationship with your customer to determine the amount of
time and investment needed to win and keep the account. It
should be noted that in the case of a negative past relation-
ship, the effort to improve could represent an unacceptably
high investment.
Critical questions to answer are: What level relationship
has been established between your company and the cus-
tomer? Are you building upon a long-term successful track
record, developing a new customer or recovering from a pre-
vious dissatisfaction? Do you have the customer’s trust?
� Satisfaction Capacity — Although the account or sale
may b e w on using a combination of
product, pricing and added value, the key
question to ask here is: Ultimately, can
this customer be fully satisfied? The
answer to this question will tell how much
pre- and post-sale effort will be required.
� Power Advocate — The presence of
a power advocate is a powerful tool to gain
competitive advantage and secure the
account or close an opportunity. To deter-
mine if you have a true power advocate, you need to answer
the following questions: Will this person take a personal risk
on my behalf? Will he (or she) be an active inside salesperson?
Will he provide sales progress information? Will he provide
competitive information? Can he provide direct access to all
contacts in the decision-making process?
� Value Perception — The critical questions to ask here
are: Does your customer really perceive and appreciate the
value you bring to them? Does your customer perceive that
you and your company provide added-value products and
services that have a positive impact on their business success?
In the September issue of Office Technology I will address
the critical questions associated with competitive factors and
your investment assessment. �Tom Kramer is an affiliate partner of CATALYST Performance
Learning ( formerly Strategy Mapping Selling).
He has more than 30 years of sales, sales
management and marketing experience with
IBM, Eastman Kodak Co. and Canon U.S.A. Inc.
He can be reached at
Visit www.catalyst2performance.com.
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To evaluate your customer’s capacity for organizationalchange ... you need to identify if change is easily accepted or actively resisted.
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