Download - November 2010 Office Technology
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Long-Term MPS Success
Do you have the right
business model to thrive?by David FactorStrategy DevelopmentAs we all know, managed printservices are changing the imaging business as weknow it. Today, various types of companies with his-torically different business models want it all —hardware, service and supplies for all devices.
4 | w w w . o f f i c e t e c h n o l o g y m a g . c o m | N o v e m b e r 2 0 1 0
CONTENTS
Business Color
Today, everyone
is selling it, right?by Brent HoskinsOffice Technology MagazineThe often-repeated declarationthat “this will be the year of color”faded away long ago. Lookingback, identifying which year was “the year” is difficult,if not impossible. Many would say it was not a singleyear, but actually a series of years that collectively ledto color output being well established in the generaloffice. Whatever the case, few, if any, would disputethat the color-enabled MFP has become common-place. Business color is now a standard offering.
Volume 17 � No. 5
F E A T U R E A R T I C L E S
D E P A R T M E N T S
6
8
30
Executive Director’s Page
BTA President’s Message
Advertiser Index
Business Technology Association� BTA Highlights28
C O U R T S & C A P I T O L S
Rules-Based Printing
Software solutions that
leverage the networkBy Denine PhillipsTech-Write LLCThe August Office Technology coverstory, “Device Management: Providing remote MFPconfiguration & monitoring,” highlights how remoteadministration of network output devices (print-ers/MFPs) can save dealers and end users time andmoney. Indeed, device management (DM) solutionsautomate error-prone, manual tasks — meter collec-tion, supply ordering, configuration and firmwareupdates — while also streamlining service dispatchand call resolution.
Draws Against Commission
Establish a detailed,
written commission planby Robert C. GoldbergBTA General CounselWhen business is very good andprofits are great, owners often neglect to remainfocused on business details. In today’s economy, onearea for potential problems is draws advancedagainst commissions to be earned.
22
10
27
29
Grand Slam 2010
BTA East district hosts
event Sept. 23-24by Brent HoskinsOffice Technology MagazineWith the goal of providing officetechnology dealers with both education and network-ing opportunities, BTA’s East district hosted GrandSlam 2010 Sept. 23-24 at the Ritz-Carlton Hotel inWhite Plains, N.Y. The third annual event drew a totalattendance of approximately 150, up from about 115 in2009 and 65 in 2008. The event began the afternoon ofThursday, Sept. 23, with a dealer and manufacturerpanel discussion moderated by Frank Cannata ofMarketing Research Consultants Inc.
18
P R I N C I P A L I S S U E SSuccession Planning
You must be prepared
for an uncertain futureby Jim KahrsPPMC Inc.With the hustle and bustle that youface every day, it is sometimes difficult to set aside timefor future planning. Rarely does the thought of plan-ning your succession come to mind. Unfortunately, thishas really come back to haunt some dealerships.
25
M P S S T R A T E G I E 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 WritersDavid Factor, Strategy Development
www.strategydevelopment.org
Robert C. Goldberg, General Counsel Business Technology Association
Jim Kahrs, Prosperity Plus Management Consulting Inc.www.prosperityplus.com
Denine Phillips, Tech-Write LLCwww.tech-write.biz
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
©2010 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
If yours is like most
MFP-centric office
technology dealer-
ships, then you have seen
an increase in the number
of placements of color
MFPs in recent years. That
comes as no surprise, giv-
en the rise in the interest in color output in
the general office environment and declining
costs. Today, business color is commonplace.
As I began work on the cover story in this
issue of Office Technology, I wondered about
the extent to which color MFPs have
advanced in terms of their claim on the deal-
ership’s total unit placements. In March 2005,
in preparing an article on the same topic, I
surveyed dealers via e-mail regarding the
color MFP product category. There were 67
respondents to that survey. How have things
changed in five years? For this month’s
article, I e-mailed dealers the same ques-
tions. This time, I received 77 responses.
Below is a comparison of the responses
to the two e-mail surveys. The results that
appear in parentheses are from the 2005
survey. Perhaps the comparison confirms
what we already know to some extent, but I
believe you will find the results of interest.
During the past six months, what per-
centage (please estimate) of your dealer-
ship’s total unit placements were color
MFPs?
Less than 10 percent: 5% (2005: 37%)
10 to 20 percent: 14.5% (27%)
21 to 30 percent: 6.5% (25.5%)
31 to 40 percent: 19.5% (4.5%)
41 to 50 percent: 18% (3%)
More than 50 percent: 36.5% (3%)
Among those custom er locations
where you have placed color MFPs in the
general office, what is your estimate of
the average percentage of pages output
in color?
Less than 10 percent: 4% (2005: 18%)
11 to 20 percent: 38% (33%)
21 to 30 percent: 34% (22%)
31 to 40 percent: 23% (21%)
More than 40 percent: 1% (6%)
In the next six months, what per-
centage of the total unit placements by
your dealership do you project will be
color MFPs?
Less than 10 percent: 4% (2005: 18%)
11 to 20 percent: 10.5% (34%)
21 to 30 percent: 5% (19.5%)
31 to 40 percent 19% (16.5%)
41 to 50 percent: 19% (10.5%)
More than 50 percent: 42.5% (1.5%)
The recent e-mail survey also asked the
question: Do you have any comments
regarding the market for business color
in the general office environment that
you would like to share? Here’s a sampling
of the responses:
� “The decline in the color-enabled unit
cost, and the cost-per-copy, is driving the
usage of color in the general office environ-
ment. Color-enabled devices are being
placed more frequently as there is no longer
a huge penalty to upgrade to color.”
� “Color has become the rule, not the
exception.”
� “Business color is commonplace. The
slow economy has caused offices to scruti-
nize their costs and, therefore, the color
output is not as high as it was or will be, once
the economy is perceived as getting better.”
To see the other comments shared by
respondents, see this column online at
www.bta.org. �
— Brent Hoskins
Color is ‘The Rule,Not the Exception’
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BTA PRESIDENT’S MESSAGE
On O ct. 22-23, I
had the oppor-
tunity to once
again attend the BTA
Southeast Fall Colors
Conference in Waynes-
ville, N.C. As in the past,
I did not leave disap-
pointed. This annual event takes place in
the historic 1920s-era Waynesville Inn Golf
Resort & Spa in Waynesville. It’s a great
place to unwind, learn from the education
sessions and visit with fellow dealers.
This year, I had the privilege of being
among the education session presenters,
speaking on a topic that is very familiar to
me — professional certifications, such as
CompTIA’s PDI+ and CDIA+. My fellow pre-
senters were Jim Kahrs of Prosperity Plus
Management Consulting Inc. and Byron
Aulick of DataVault Inc. Jim presented
strategies for assessing the health of your
dealership. Byron spoke about the opportu-
nity to sell scanning as a service. In addi-
tion, a roundtable discussion was held at
the conference, allowing attendees to visit
on the topic of leasing with Lori McGowan,
a vice president of sales at GreatAmerica
Leasing Corp. There was also a general dis-
cussion on receivables and collections
strategies, and dealership best practices.
The schedule included dedicated time to
visit with the exhibiting sponsors, who
helped to make the event a great success. In
addition to GreatAmerica, they were Canon
U.S.A., Color Imaging, Digitek Computer
Products, Diversified Computer Supplies,
Muratec America and West Point Products.
The event drew a total attendance of ap-
proximately 65. This number included
veteran Fall Colors Conference attendees as
well as some new faces — individuals who
were either first-time attendees or who had
not attended in recent years. For the most
part, they were dealers from within the South-
east region of the United States. As a Cali-
fornian, it is always nice to enjoy that south-
ern charm and hospitality. There were plenty
of opportunities to do so — at the opening
welcoming reception, Saturday afternoon
following the education sessions and Sat-
urday evening during the closing dinner.
Saturday afternoon, many went into his-
toric downtown Waynesville to explore the
many shops. Others played golf on the
resort’s 27-hole course. Still others took a
drive in the nearby Great Smoky Mountains
or Balsam Mountains. Myself? Several other
attendees and I spent the afternoon enjoying
the fresh, mountain air while visiting on the
porch of one of the guest rooms overlooking
the golf course.
I share the extra details here to empha-
size a key characteristic of BTA’s growing
lineup of district events. They are not only
great learning opportunities, but there are
also unparalleled opportunities to really
connect with others in the industry. These
are, of course, your fellow dealers who share
your passion for selling, servicing and sup-
porting office technology. They are eager to
share their ideas and strategies and can
often be excellent sources to call upon for
advice in the future.
Does this sound like the type of event you
would like to attend to gather new ideas to
help you in your dealership? If so, mark
your calendar for the next two district
events — Feb. 17-18 in Orlando, Fla., and
May 3-4 in St. Louis, Mo. Watch www.bta.org
and Office Technology for details. �
— Rock Janecek
®
2010-2011 Board of Directors
PresidentRock Janecek
Burtronics Business Systems Inc.216 S. Arrowhead Ave.
San Bernardino, CA [email protected]
President-ElectTom Ouellette
Budget Document Technology251 Goddard Road
Lewiston, ME [email protected]
Vice PresidentTerence Chapman
Business Electronics Corp.219 Oxmoor Circle
Birmingham, AL [email protected]
BTA EastTodd J. Fitzsimons
Network Imaging LLC122 Spring St.
Southington, CT [email protected]
BTA Mid-AmericaRon Hulett
U.S. Business Systems Inc.3221 Southview Drive
Elkhart, IN [email protected]
BTA SoutheastMike Upchurch
Business Machines Inc.3121-C Glen Royal Road
Raleigh, NC [email protected]
BTA WestGreg Gray
Burtronics Business Systems Inc.216 S. Arrowhead Ave.
San Bernardino, CA [email protected]
Ex-Officio/ImmediatePast President
Bill JamesWJS Enterprises Inc.
3315 Ridgelake DriveMetairie, LA 70002
Ex-Officio/General CounselRobert C. Goldberg
Schoenberg Finkel Newman & Rosenberg LLC222 S. Riverside Plaza, Ste. 2100
Chicago, IL [email protected]
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BTA Southeast HostsSuccessful Fall Event
08OT1110:08OT1010 11/1/10 3:02 PM Page 8
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by: Brent Hoskins, Office Technology Magazine
Business ColorToday, everyone is selling it, right?
The often-repeated declaration that
“this will be the year of color” faded
away long ago. Looking back, identi-
fying which year was “the year” is difficult, if
not impossible. Many would say it was not a
single year, but actually a series of years that
collectively led to color output being well
established in the general office. Whatever
the case, few, if any, would dispute that the
color-enabled MFP has become common-
place. Business color is now a standard
offering among office technology dealerships.
Although the tumbling economy of late
2008 and all of 2009 slowed the growth of the color MFP
market, the promise of and enthusiasm for business color
persists. Monochrome-only MFPs still dominate, but color
continues to make strides. Among all U.S. unit placements
(MFPs and both laser and inkjet printers) in the general
office in 2009, about 24 percent were color devices, says
Robert Palmer, director of Digital Peripherals Solutions for
market research firm InfoTrends Inc. That number is pro-
jected to reach 35 percent by the end of 2014. In terms of the
actual number of placements, looking only at MFPs,
InfoTrends estimates there were 415,000 color MFP place-
ments in the United States in 2009, as compared to 1.4
million monochrome MFPs.
An e-mail survey of dealers, conducted by Office Tech-
nology in conjunction with this article, further reveals the
growing focus on color. Among the 77 respondents, 36.5
percent indicated that more than half of their total unit
placements in the past six months were color MFPs. In con-
trast, among the 67 respondents to the same survey ques-
tion in March 2005, only 3 percent reported that more than
half of their total unit placements in the previous six
months were color MFPs. (See the Executive Director’s Page
on page 6 for additional survey results.)
A key contributor to the rise of color in
the office is the decline or elimination of
some of the long-lasting barriers, such as
the high cost of ownership, spotty print
quality and slow output speed. “I think
most of the major barriers have been
broken,” says Michael Hunter, director of
product marketing for Ricoh Americas
Corp., citing, in particular, output quality
and the need for the MFP to slow down
and re-calibrate during print jobs. “In addi-
tion, today, the black-and-white speeds
match the color speeds. There was a day
when an MFP that would print at 30 pages per minute
[ppm] in black and white, could only print at 15 ppm in
color. So, the productivity has increased dramatically.”
Initial notable increases in the number of color MFP unit
placements may not have come simply as a direct result of
the declining barriers, but also as the result of a push among
some vendors to claim market share. The philosophy
embraced by some manufacturers, says Palmer, was: “We
need to be the leader, we need to get market share, we need
to get units in the field and the pages will come.”
As a result, says Palmer, prices (and hardware margins)
were driven downward and, similarly egregious, color
output did not meet expectations. “They did get the units
into the field, but what they found was that those customers
who were willing to pay for those low-priced products didn’t
print a lot of volume,” he says. “That caused a problem in the
market — a business model that was not really a winning
business model.”
Hunter acknowledges the faulty business model prevalent
in the color MFP market’s early years. “Many times, sales
reps would receive higher commissions or incentives based
on selling a higher-cost color system, without really consid-
ering the color output volumes or what the workflows
Cover Story Nov 10:Cover Story Nov 10 11/1/10 12:24 PM Page 10
SINCE 2007
Digital Gateway ad Sept 10:Layout 1 8/16/10 12:35 PM Page 1
should be,” he says. “But the
sales reps did exactly what
we wanted them to do —
they sold color devices.”
How has th e industr y
ultimately addressed the
problem — the faulty busi-
ness model and the place-
ment of color MFPs with
lower-than-expected color
output? Dealers (and manu-
facturers) have since seen
the importance of not just
placing a color MFP for the sake of placing another device,
but instead conducting workflow assessments to ensure
they are properly placed.
Hunter says the current selling strategy has proven to be
the correct one. “Today, when we look at color volumes, we
are typically pleased with the volumes when the device is
placed in the right environment,” he says. “When devices are
not put into the right environment, you see that the amount
of color output expected versus the actual output is dramat-
ically different. We now see our dealers making sure that the
device is put into the right environment. Once it is put into
the right environment with the right expectations, the
appropriate color volumes should be there.”
Others offer similar comments. “I think it comes down to
understanding the customer environment well,” says Phil
Boatman, manager of BSD (Business Solutions Dealer)
program development for Lexmark International Inc. “That
relationship between the dealership and the customer needs
to be tight, so that the dealer can best understand what the
color usage is going to be.”
Hiro Imamura, senior director of enterprise systems for
the ISG Product Marketing Division of Canon U.S.A. Inc.,
concurs. “We always recommend that dealers offer the best
solution for each customer opportunity,” he says, noting that
the result is a high level of color output on Canon product
placements. “We don’t simply push color just because we
want to sell more color. That’s not what we do. We may have
missed opportunities where we could have sold more color
devices, but the bottom line is we like to place the optimum
products in the customer’s environment. As a result, Canon
dealers generally see very healthy color print volumes.”
Of course, given that manufacturers and dealerships are
product and services sales companies, a part of placing color
MFPs in the right environments is seeking out those environ-
ments. “The dealerships that
are the most successful in
color have reps who walk
into an account expecting
that there is a need for color,
because, let’s face it, most
customers do have the need
for color,” says Boatman. “So,
having the expectation that
there are color requirements
within every single account
will help the dealership be
more successful.”
As suggested, placing color-enabled MFPs in the right envi-
ronments will help ensure that the dealership’s expectations
for a customer’s color volume and the actual volume are more
in alignment. However, adds Boatman, it is also important for
dealerships to take an extra step to make sure they meet pro-
jected aftermarket revenues. “Dealers can protect themselves
within their maintenance agreements by providing for annual
reviews or some other period of time to review what the actual
customer color usage is and make adjustments accordingly,”
he says. “I think that has to be a part of what dealers consider
as color becomes more prevalent.”
Hunter offers similar advice. “Dealers need to make sure
they are going to get the return on the output,” he says.
“They can do that by making sure they are doing the work-
flow assessments [ensuring placements in the right environ-
ment] and by placing color minimums into the contract.”
While dealers and manufacturers are now effectively
addressing the issue of correctly placing color MFPs, there is
at least one other “problem” that is now a commonly
accepted reality. “Most products on the market today are
fairly competitive; they’re comparable,” explains Palmer.
“There is very little differentiation that occurs on a hard-
ware level. The user interface and, perhaps, some embedded
software do offer some differentiation, but in terms of just a
pure hardware perspective, there is not a lot going on
anymore that allows manufacturers to differentiate them-
selves. We are in a very mature market now.”
Of course, the argument could easily be made that workflow
assessments leading to the correct placement of color MFPs
are helping to distinguish dealerships from their competitors.
Likewise, as Palmer suggests, software-based solutions may
also provide a key means of differentiation (many would say
this is a definite differentiator). At least for the short term, as
the economy remains on shaky ground, proactively helping
12 | w w w . o f f i c e t e c h n o l o g y m a g . c o m | N o v e m b e r 2 0 1 0
“Most products on themarket today are fairlycompetitive; they’re comparable. There is very little differentiationthat occurs on a hardwarelevel ... We are in a verymature market now.”
— Robert PalmerInfoTrends Inc.
Cover Story Nov 10:Cover Story Nov 10 11/1/10 12:24 PM Page 11
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customers control costs may
also serve as a primary
means of distinguishing a
dealership from the competi-
tion. “Until two years ago,
customers were more and
more accepting of color out-
put coming into their busi-
nesses and they did not have
a lot of concern about the
additional costs,” says Boat-
man. “However, during to-
day’s economic challenges,
concern about the cost of color has reignited to some degree.”
Tina Caster, manager of the Worldwide Marketing Group
for Lexmark color products, says dealers can address end-user
concerns about cost by offering them access control tools.
“There are a lot of tools now that provide visibility of how
users utilize a print device and provide means of allowing
color output for those who
need to print color,” she says.
“ Whether that is access
control for an individual user
or a group, Lexmark offers
those functions within a
device so that an adminis-
trator can enable color us-
age as needed throughout
the environment.”
While users may be seek-
ing to better control access
in order to control costs, it
does appear that the number of customers using color will
only increase. InfoTrends’ end-user surveys reveal that 75
percent of respondents, regardless of company size, intend
to make their next MFP a color one, says Palmer — this
despite the fact that more than 60 percent of survey respon-
dents with a color device in place report that less than 10
“Until two years ago, customers were ... moreaccepting of color output... and they did not have alot of concern about theadditional costs. However... concern about the costof color has reignited to some degree.”
— Phil BoatmanLexmark International Inc.
14 | w w w . o f f i c e t e c h n o l o g y m a g . c o m | N o v e m b e r 2 0 1 0
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percent of their total volume
is color. If color volumes are
low, why are so many plan-
ning to upgrade to color?
“Because prices are coming
down,” says Palmer. “It’s a
‘wish list’ kind of thing.”
Although the “ year of
color” is somewhere in the
past and the placement of
color MFPs has become
commonplace, it appears
that some dealers may be
holding back. Among the respondents to Office Technology’s
survey, 14.5 percent expect that less than 20 percent of their
total unit placements in the next six months will be color
MFPs. If the hesitation is associated with concerns about
correctly charging for color output, at least one vision for the
future may lead more dealers to look forward to the day
when they can comfortably
ramp up their color MFP
sales. “I do believe we’re
going to see some technolo-
gies emerge that will make
the pricing models around
color much more granular in
connection with coverage as
compared to the traditional
types of pricing models,”
says Dennis Amorosano,
senior director of solutions
marketing and business sup-
port for Canon. “Certainly, that is a trend
that is on the way.” �Brent Hoskins, executive director of the
Business Technology Association, is editor
of Office Technology magazine.
He can be reached at [email protected].
“I do believe we’re goingto see some technologiesemerge that will make thepricing models aroundcolor much more granularin connection with coverage as compared tothe traditional types of pricing models.”
— Dennis AmorosanoCanon U.S.A. Inc.
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by: Brent Hoskins, Office Technology Magazine
Grand Slam 2010BTA East district hosts event Sept. 23-24
With the goal of providing office technology
dealers with both education and networking
opportunities, BTA’s East district hosted Grand
Slam 2010 Sept. 23-24 at the Ritz-Carlton Hotel in White
Plains, N.Y. The third annual event drew a total atten-
dance of approximately 150, up from about 115 in 2009
and 65 in 2008.
“Four people from Rhyme have attended all three of the
BTA East events and we all felt the events were well organ-
ized,” said attendee Mike Steinhoff, president of Rhyme
Business Products, Portage, Wis. “The dealer/manufacturer
panel this year was facilitated very well and was insightful.
We felt that alone was worth the time we invested to be at
the event. We learned a great deal from the guest speakers
and felt the information shared was presented well. The
social time we spent with other dealers and sponsors may
have been the best time spent, and the Yankees game really
finished the event off with a touch of class.”
Attendee Ross McKinney, president and general
manager of CNC Office Systems Ltd., Vaughn, Ontario,
Canada, shared similar praise for the event. “This event
and agenda of presenters promised to provide me a lot of
information on the document systems market today, and
it surely did,” he said. “The featured panel on the opening
afternoon was particularly valuable, hearing from the
senior executives of several manufacturers and the
owners of very successful dealerships in the competitive
marketplace of the Northeast.”
As Steinhoff and McKinney noted, the event began the
afternoon of Thursday, Sept. 23, with a dealer and manufac-
turer panel discussion, moderated by Frank Cannata of
Marketing Research Consultants Inc. The panel featured
three manufacturer presidents — Mike Pietrunti of Kyocera
Mita America Inc., Jim D’Emidio of Muratec America Inc.
and Ed McLaughlin of Sharp Imaging and Information
Company of America. The dealer panelists were: Rick
Clockwise from top left: Grand Slam 2010 began with a
dealer/manufacturer panel discussion moderated by Frank
Cannata; speaker Sally Brause; attendees listen to one of
the five education sessions; speaker Robert Goldberg.
BTA East Nov 10:BTA East Nov 10 11/1/10 9:54 AM Page 10
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Clockwise from top left: The second BTA Data Cleansing
Summit was held in conjunction with Grand Slam 2010;
speaker Tom Callinan; the event concluded with an
evening in a private suite at Yankee Stadium, sponsored by
EDA and GreatAmerica Leasing Corp.
Clockwise from top left: Grand Slam 2010 provided many
opportunities for one-on-one dealer/sponsor conversations;
BTA President Rock Janecek (left) recognizes Immediate
Past President Bill James for his year of service; speaker
Byron Aulick; the event featured 23 exhibiting sponsors.
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Bastinelli of Centric
Business Systems
Inc., Owings Mills,
Md.; Jerry Blaine of
LDI Color ToolBox,
New York, N.Y.; An-
drew Ritschel, Elec-
tronic Office Sys-
tems Inc., Fairfield,
N.J.; and Larry Weiss
of Atlantic Tomorrow’s Office, New York, N.Y.
Following the panel discussion, attendees enjoyed the
Welcoming Reception, networking with others and visiting
the tables of exhibiting sponsors. The learning opportuni-
ties continued throughout the day on Friday, Sept. 24, with
four education sessions, along with additional time on the
schedule to visit with the exhibitors. The education lineup
featured sessions by: Bob Goldberg, BTA general counsel;
Tom Callinan, founding principal of Strategy Develop-
ment; Sally Brause, director of human resources consulting
at GreatAmerica Leasing Corp.; and Byron Aulick, presi-
dent of DataVault Inc. Grand Slam 2010 concluded with an
evening in the largest suite in Yankee Stadium to see the
Boston Red Sox take on the New York Yankees. The
evening was sponsored by EDA (Equipment Data Associ-
ates) and GreatAmerica Leasing Corp.
The event featured 23 exhibiting sponsors: Azerty, Color
Imaging, Compass Sales Solutions, Digital Gateway, Digitek
Computer Products, Densigraphix Inc., Diversified Com-
puter Supplies, DocuWare, EDA, Epson America Inc., ECi
Software Solutions, ESP, FMAudit, GreatAmerica Leasing
Corp., Image Star, InfoDynamics Inc., Lexmark International
Inc., Muratec America Inc., Polek & Polek, Relyco Sales Inc.,
SalesChain, Supplies Network and West Point Products.
A comment from Bill Gates, channel development
manager for Epson America Inc., was typical of those
shared by exhibiting sponsors. “I have now exhibited at
two BTA events, most recently the BTA East event,” he said,
noting that he particularly liked the placement of all
exhibit tables in the same ballroom as the education ses-
sions. “I had numerous opportunities to interact with the
attendees and had even more valuable conversations.
Being a member of BTA continues to drive more and more
value for Epson’s document scanner business.” �Brent Hoskins, executive director of the Business Technology
Association, is editor of Office Technology magazine.
He can be reached at [email protected].
“I have now exhibited attwo BTA events, mostrecently the BTA Eastevent ... Being a memberof BTA continues to drivemore and more valuefor Epson’s ... business.”
BTA East Nov 10:BTA East Nov 10 11/1/10 9:54 AM Page 11
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by: Denine Phillips, Tech-Write LLC
Rules-Based PrintingSoftware solutions that leverage the network
The August Office Technology cover story, “Device
Management: Providing remote MFP configuration &
monitoring,” highlights how remote administration of
network output devices (printers/MFPs) can save dealers
and end users time and money. Indeed, device management
(DM) solutions automate error-prone, manual tasks —
meter collection, supply ordering, configuration and
firmware upgrades — while also streamlining service dis-
patch and call resolution. To accomplish these tasks, DM
solutions track:
� Monthly device utilization: both black-and-white and
color volumes
� Service status: out-of-paper/toner, error conditions, etc.
�Device type: Ricoh, Xerox, Canon, HP, etc.
Many other metrics are tracked, providing valuable
insight into fleet usage and trends. Based on this informa-
tion, sales professionals can partner with decision makers
(CIOs, CFOs, IT) in an ongoing dialog about ways to reduce
waste or resource abuse. It may be suggested, for instance,
that a centralized high-volume MFP replace costly desktop
printers. Measurable cost savings can then be realized
through the elimination of redundant devices in favor of
lower cost-per-copy, energy-efficient MFPs.
Where does rules-based printing come in? “Rules-based
printing is a common module within our suite of cost
recovery solutions that can complement Ricoh’s @Remote
Device Management offering,” says Craig Temple, output
solutions manager at Ricoh Americas Corp. “So early in a
customer engagement, the account rep assesses the cus-
tomer’s print environment using @Remote or other assess-
ment tools to track and collect raw data. @Remote Fleet
Utilization and Green Reports, for example, uncover how
many pages network devices are generating each month and
may indicate that customers are printing a high volume of
single-sided, color pages. In an effort to reduce those costs, a
procedural change is instituted; users are asked to print
black-and-white duplexed (double-sided) pages. This lowers
paper costs, saves trees and decreases carbon footprint —
which supports cost reduction and green initiatives.”
Temple has found that over time, however, old habits
resurface. “While procedural changes result in an initial
decline in print costs, they eventually rise right back up to
the same point or higher,” says Temple. “What ‘rules’ do is
give customers the tools to ensure that savings are realized
by redirecting print jobs to the most efficient devices and
putting controls on printer usage and feature availability.
Now, if you want users to print black-and-white duplexed
pages, those rules are applied to users or groups on the
network. So, if a user tries to print a 20-page report to his (or
her) desktop printer, a pop-up message on the computer
screen — customized within the admin module — might
say, ‘It will cost the company $4.80 to print to your personal
printer. Please send jobs of more than 10 pages to the MFP
down the hall instead.’ If human resources is printing
résumés from an e-mail application, there is clearly no
reason why they cannot print in black and white and duplex.
But just making that suggestion to users is not enough. The
instinct is to just hit the print button. Unless the driver
defaults are set to duplex and black and white, you are
Phillips Nov 10:Phillips Nov 10 11/1/10 2:59 PM Page 10
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wasting valuable resources. With rules-
based printing, the customer is lever-
aging software to realize actual savings,
rather than relying on policy changes.”
“Before rules can be established, an
assessment phase is needed to deter-
min e w hat control s are required ,”
explains Dewey Rodgers, worldwide
solutions marketing manager at Xerox
Corp. “Do they need to limit the use of
color? Do they want to track usage to an individual or
department? Do they want to route those users to a more
productive printer? It is not uncommon to find that a
printer or MFP keeps breaking down because too many
people are printing to that device, which is not rated for that
volume of use. This helps customers understand which MFP
they need for a particular department. Then they can
narrow down, from a rules-based standpoint, if a depart-
ment is printing too many color pages. The administrator
can then set a rule for an individual or group that says, ‘You
need to direct this print job to the copy center.’”
You may also ask the customer if he has a green initiative.
Rules can be created that say, “You are increasing CO2 emis-
sions by printing to your desktop printer,” or “Duplexing
saves X trees.” So it may be a cost reduction, color restriction
and/or green initiative that drives rules-based printing, and
these rules can be applied to a device, user or group. Since
the rules reside on a server, the administrator typically con-
structs the rules using a wizard-type interface. The rule is
saved under a name and then the admin picks the target for
that particular rule. The rule can then be applied to
everyone, just User A, or an entire department.
The principle behind Canon’s uniFLOW rules-based
printing is essentially the same. As Shalin Shah, lead tech-
nical marketing analyst at Canon U.S.A., explains: “uniFLOW
enables the administrator to define the print job variables to
be monitored, like the number of pages, user ID, color or
black-and-white jobs and more. Those rules are then applied
to a user or group. For example, if a user sends a print job of
more than 10 pages to a desktop printer, the job can be auto-
matically routed to an MFP. uniFLOW can also change print
job properties based on defined rules. A rule may say that
any color print job of more than 50 pages should automati-
cally be printed in black and white. Similarly, any print job of
more than 100 pages should be automatically duplexed.”
Rules-based printing is not limited to just print workflow.
Ricoh, Xerox and Canon solutions support walk-up rules at
the MFP control panel.
� Ricoh PCS Director is an optional
embedded application that enables the
user to log in and then it tracks everything
the user does. At the same time, the admin-
istrator can apply rules. If a user walks up
and tries to make 200 color copies, a screen
pops up saying, “I’m sorry. You must use a
different device. This device is limited to 20
color copies.”
�Using the Xerox Secure Access Unified ID System, the user
can authenticate at the device using a proximity card (swiped
on a card reader attached to the MFP). PIN code authentica-
tion is also supported. The caveat: In order to apply rules or
reroute documents, the device has to know who you are.
� Using Canon’s uniFLOW, the administrator defines
“access levels” at the uniFLOW server. Based on a user’s
access level, he is either allowed to use certain functions or
is denied access entirely.
The common thread among these solutions: Only after a
user is authenticated on the network can the server apply
rules to the logged-in user.
Is there a specific target market for rules-based printing?
“When rules-based printing appeared five years ago or so, very
large corporations were the early adopters,” says Dewey. “Today
it runs the gamut from small law firms to major accounts.”
Shah also considers the market wide open, with potential
targets including any customer seeking to maximize office
efficiency and control the total cost of printing. Temple
drills down further, identifying any environment with five or
more connected devices as a “definite prospect.”
Rules-based printing is a proven way to leverage the
network to deliver significant cost savings, perhaps leading
to MPS engagements and further driving down the cost of
doing business. A compelling sales opportunity, reps inter-
ested in pursuing this type of solution sale need not go it
alone. The manufacturers’ support engineers will assist in
analyzing the environment to determine exact needs.
Though the sales cycle may be extended, there is a huge
upside: Customers that deploy your DM and cost-recovery
software also buy your hardware. �Denine Phillips of Tech-Write LLC specializes
in the development of marketing collaterals,
technical manuals and training materials for
the office technology industry. She can be
reached at [email protected].
Visit www.tech-write.biz.
Rules-based printing is a proven way to leverage the network to deliver significantcost savings, perhaps leading to MPS engagements ...
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Phillips Nov 10:Phillips Nov 10 11/1/10 10:03 AM Page 11
With the hustle and bustle that you
face every day, it is sometimes dif-
ficult to set aside time for future
planning. If you are like many other dealer-
ship owners, the few hours that you can set
aside are used for planning future deals and
maybe doing some budgeting. Rarely does
the thought of planning your succession
come to mind. Unfortunately, this has really
come back to haunt some dealerships.
According to Webster’s Dictionary, succes-
sion is the act of succeeding or coming after
another in order or sequence or to an office,
estate, throne, etc. It might be of interest to
know that the word “success” was originally defined as the
outcome of something, either good or bad. Over time, this defi-
nition has changed to mean a positive outcome only. So while
succession is the act of replacing someone in the business, the
actual replacement can and has been done with varying levels
of success. The goal of this article is to provide some insight
into why succession planning is so important and to outline a
plan you can follow to create a succession plan that will
provide a positive outcome.
So, why is succession planning needed? The most obvious
reason for having a succession plan is to provide for a dealer-
ship owner’s transition into retirement. Because of this, many
people have a tendency to confuse succession planning with
exit strategy planning. However, there are other reasons for
succession plans in a dealership. What if something were to
happen to the dealership owner or one of the key managers or
employees? Unfortunately, I have seen situations where
someone becomes ill or passes away unexpectedly, leaving the
dealership vulnerable. These unplanned events wreak havoc
on a business. With no plan in place, those left behind are left
scrambling to come up with a plan. In many cases, this plan
has simply been to sell the dealership for pennies on the dollar.
Now let us take this down a level in the organization. What
happens if one of your key managers is the one leaving unex-
pectedly? If you have not outlined a plan for replacing him (or
her) and have not started the process of training someone, you
will be starting from square one and the business will
inevitably suffer. So, you can see that plan-
ning for the future replacement of all key
employees is something that deserves a
little attention.
How can you be prepared for an uncer-
tain future? First, let us look at the two sce-
narios one may face — a planned versus an
unplanned succession. In a planned succes-
sion, you are calling the shots and replacing
someone proactively. You typically have time
to plan and handle the things that need to
be done to ensure a smooth transition. Since
the person is still there and functioning in
his role, the worst case scenario is that it
takes longer than expected for him to leave.
When facing an unplanned replacement, there tends to be a
lot of confusion and turmoil. In most cases, there are issues
that go beyond the business that have to be dealt with and
these usually come first. For example, if a key person in the
dealership becomes ill, the focus is on helping them get better.
Managing the dealership can be ignored during these times.
The worst case scenario for the business here can be cata-
strophic. The moral of the story: Plan for the unexpected and
be ready.
When looking at your dealership, it is important to deter-
mine which positions require a strong succession plan. These
positions are typically senior management positions like presi-
dent, director of administration, CFO, vice president of service
or service manager, vice president of sales or sales manager, etc.
Once you have determined the need for a plan, there are
some things you can do early in the process. First, make sure
that you have a good write-up of what each of these managers
does. We refer to this as a “hat write-up” and it contains things
like the purpose of the post, the products or expected outcomes
from the post, the key statistics or performance measures of the
post and the duties and responsibilities of the post. This can
and should be followed up with detailed procedural documents
outlining exactly how each of the key duties is done.
Ideally, these should be in place for all positions in the deal-
ership, regardless of the need for a succession plan, but here is
a good measuring rod. Look at your job and the jobs of your
Succession PlanningYou must be prepared for an uncertain future
by: Jim Kahrs, Prosperity Plus Management Consulting Inc.
PRINCIPAL ISSUES
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Kahrs Nov 10:Kahrs Nov 10 11/1/10 12:31 PM Page 26
key people and try to imagine what would
happen if you or these key people were not
there. Which areas would cause the biggest
problems or leave the biggest holes? These
are the areas to concentrate on right away.
Get them written up as soon as you can.
Now that the hats have been written up,
it is time to create a succession planning
chart. This is a chart that lists the key
people in the business and identifies
potential successors. We usually look at each position and
determine a level of preparedness for that position. The first
level has a successor named and already on board with the
company. At this level, the person is fully trained and ready to
take over the position. This is a great place to be. The second
level is where a successor is on board, but needs one to three
years of training and experience to be ready. The third level is
where a successor has not been identified. A level needs to be
determined for each of the key posts. Just doing this exercise
alone can be quite an eye opener. It is not uncommon to go
through this and realize that you do not have any successors
on board for yourself or your key managers. The good news is
you can start building a plan now.
One element in succession planning that is often over-
looked is the need for oversight. A business is most vulnerable
in the event of an unplanned succession. If the owner or
leader of the company is unable to work, the team can be left
without the leadership needed to succeed. It is a good practice
to name a board of directors for the dealership that would be
able to help guide the business in case of an emergency. This
board can consist of trusted colleagues or business advisors
who can help the managers navigate a transition. Members of
thi s board could include your busin ess consultant ,
accountant, banker, owners of other dealerships, other local
business owners, etc. The idea is for them to provide guidance
and direction and to help with making key decisions and
finding a replacement for previous owners or managers who
are no longer there.
As mentioned earlier, there are two types of succession that
can occur, a planned succession and an unplanned succes-
sion. When the transition is planned in advance, the process
can and should be a much smoother one. Using the succession
chart discussed above, a replacement should be identified and
trained for the post. When taking over as the most senior
manager in a company, your successor must understand what
makes the business tick. He needs to understand all aspects of
the business, from sales and service to admin, cash flow and
financials. If your successor does not have
the ability to step into your entire role,
then he is not ready.
An unplanned replacement is another
story entirely. A sudden need for replace-
ment is usually due to a catastrophic
event. In this case, a plan needs to be
worked out in advance that outlines the
steps required to safeguard the company
and keep things on track. It works well to
list out the major actions that will need to take place in the
first 24 hours, the first week, the first month, etc. For
example, in the first 24 hours, a meeting of the board must be
convened to assess the situation and determine a course of
action. A message must be prepared and delivered to the
employees (and possibly the customers) and a temporary suc-
cessor must be named. In the first week, the board and the
temporar y successor must work to plan a permanent
replacement. Planning this process in advance can mean the
difference between making it through this event and having
the company go under. At the very least, it ensures the
smoothest transition possible.
The most important asset you have is time. A good succes-
sion plan can be drafted while time is on your side and far in
advance of it ever being needed. Though the odds of facing an
unplanned need for succession are very slim, it is worth being
prepared for it. As a side benefit, it has been established that
dealerships that invest the time and effort in creating succes-
sion plans are more successful than those that do not. Just by
putting your attention on the future, you inevitably find your-
self drafting other business plans that help you build a
stronger, more successful business. So, do not wait. Get your
plan going today. You will be glad you did. �Jim Kahrs has been a leader in the office systems
industry for more than 20 years. He has been recognized as a
top sales producer, sales manager, operations manager,
dealership executive and business consultant.
As president of Prosperity Plus Management Consulting,
Kahrs works directly with office technology dealership
principals and senior executives, helping them improve
their sales, cash flow and bottom-line profitability.
He has also helped many dealers successfully
navigate the sales of their dealerships or
the purchases of other dealerships.
Kahrs can be reached at (631) 382-7762
Visit www.prosperityplus.com.
One element in succession planning thatis often overlooked isthe need for oversight.A business is most vulnerable in the event ofan unplanned succession.
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Kahrs Nov 10:Kahrs Nov 10 11/1/10 12:31 PM Page 27
When business is good and the
economy is growing, profits follow.
When business is very good and
profits are great, owners often neglect to remain
focused on business details. Mistakes do not
have the same impact on the bottom line in a
strong economy. But in today’s economy, one
area for potential problems is draws advanced
against commissions to be earned.
If you pay your salespeople a commission on
each sale made, whether in full, or for just a part
of the sale, the policy must be detailed and in
writing. Commission plans pay on gross profits,
net profits, gross sales, margin, sales above a
minimum level and hundreds of other variables. There is no
correct formula for a commission plan. Monthly spiffs and
incentives further complicate compensation. The failure to reg-
ularly introduce new variables, contests and incentives can
cause your sales team to lose motivation.
Unwritten commission or compensation plans are like
playing a childhood game of Telephone. Each employee hears
the proposal differently. It is for that reason that all plans must
be in writing and detailed. This applies to contests and other
incentives as well.
Begin with the accounting period for the measurement of
commissions or contests. You must establish the point at
which the sale is made. Is it when the sale is booked, delivered,
installed or paid for? What are the salesperson’s responsibili-
ties after the sale? Is the salesperson involved with the de-
livery, installation, training and/or customer follow-up? If all
the sales functions are not performed, is the commission
earned? Establish in writing each and every requirement nec-
essary to earn a commission on a sale.
How will returns be handled? Do you wait 30 days to pay
the commission? Do you chargeback? Must the employee be
employed on the date of payment to receive the commission?
If others complete the sales responsibilities, is the commission
shared or forfeited?
In a litigated case, a salesperson made a significant sale and,
based on his success, demanded a compensation increase. The
owner refused and the employee quit. The written commission
policy provided for several requirements after
the order was written and one was that the
employee had to be employed to receive the
commission. The company refused to pay the
commission and the court upheld the decision.
The written policy was clear. The salesperson
did not perform all the requirements and was
not employed on the date required. Keep in
mind, the employee resigned. The outcome
would surely be different if he was terminated
without cause.
Many employers pay a draw against commis-
sion to help employees with their budgeting. In
a difficult economy, it is not unusual for an
employee to draw more than is being earned. If the employee
subsequently quits, can the draws be recovered? A written
commission policy will govern the situation. In addition, how
the draw is characterized will be a factor as well. If the draw is
stated as a minimum salary, it cannot be recovered. If it is a
loan against commissions earned, it can. If the draw is a loan,
then an appropriate note should be prepared to memorialize
the indebtedness. Employers should also consider placing a
cap on the amount of the draw.
Rules also vary depending upon whether a salesperson is an
inside or an outside salesperson. Minimum wage does not
apply to outside salespeople if they are in the field at least 80
percent of the time. Inside salespeople on commission must
receive at least one-and-a-half times minimum wage as com-
pensation. This may be important in regard to your telemar-
keters who are selling supplies.
If an employee owes you draw and leaves your dealership, it
is important to pursue the deficiency. Failure to do so is a
license for other salespeople to do the same. Bring your sales-
people into the discussion when formulating a commission or
compensation plan. Participation in the formulation makes
acceptance easier. Most importantly, however,
is having a written plan. In today’s economy, it
is essential. �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
Draws Against CommissionEstablish a detailed, written commission plan
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BTA HIGHLIGHTS
BTA would like to welcome the following new mem-bers to the association:Dealer MembersAdvanced Office Systems, Arlington, TXAdvanced Business Equipment, Allentown, PAAdvantage Business Systems, Jackson, MSArden Business Systems, Armonk, NYBraswell Office Systems, Corpus Christi, TXComplete Business Systems, Upland, CAGolden Gate Office Solutions, San Francisco, CAJanco Business Systems, Wolcott, CTRayco Inc., Corinth, MS
Service Associate MembersArchipelago Financial Services International,
Oxford, CTEmerald Executive Search, Castle Rock, CO
Vendor Associate MembersSagemcom Canada, Montreal, Quebec, Canada
For full contact information of thesenew members, visit www.bta.org.
The managed net-work services (MNS)opportunity provides a tremendous marketfor MFP dealers.
The shift is occurring now, and forward-looking dealers have an opportunity to builda customer base in this growing market today. Mitch Morgan of CEO Focus(www.ceofocus.com) will show attendees howMNS offers a more cost-effective way todiversify revenues and reduce reliance onequipment and clicks. For more informationor to register online, visit www.bta.org/MNS.
For more information on BTA member benefits,visit www.bta.org.
For the benefit of its dealer members, eachmonth BTA features two of its Vendor or ServiceAssociate members in this space.
BTA VendorAssociatemember EpsonAmerica Inc. is
the U.S. affiliate of Japan-based Seiko EpsonCorp. Epson offers an extensive array of imagecapture and image output products for theconsumer, photographic, business and graphicarts markets, including printers, all-in-ones,scanners, large-format printers and more. It isthe company’s vision to drive digital imageinnovations by providing cutting-edge imagingsolutions focused on imaging on paper, onscreen and on glass.
www.epson.com
BTA ServiceAssociate mem-ber EverBank
Commercial Finance’s goal has been to helpits business technology partners boost sales,grow profits and build strong customerrelationships. Now, the company embraces itslegacy of “Real People. Fast Answers.” to bringyour company profit-enhancing products suchas cost-per-copy, managed print services,document management, dependable executionand a commitment to individualized customerservice. EverBank’s knowledgeable team isdedicated to the office products industry andyour success.
www.everbankcommercialfinance.com
A full list of BTA Vendor and Service Associate members can be found online at www.bta.org.
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Highlights Nov 10:Highlights Nov 10 11/1/10 12:36 PM Page 25
As we all know, managed print
services (MPS) are changing the
imaging business as we know it.
Gone are the days when one company
works with procurement to “own” the
copier and fax business while multiple
companies work with IT on printers and
related support. Very little conf lict
existed within accounts since copier
companies were never interested in what
was perceived as low-volume, low-
margin desktop printers that required a
minimal amount of service. Value-added
resellers (VARs) also had no interest in
copiers that required a high level of
service and support. All parties were
happy with this arrangement at the time,
but that is not the case anymore.
Today, various types of companies with historically different
business models want it all — hardware, service and supplies
for all devices. The small, medium or large VAR, dealer, direct
manufacturer and even office superstore all think they are
uniquely qualified to be the MPS provider for corporate
America. Each type of business has its strengths in the space
and can be successful as long as each business understands
that MPS requires significant change in how business is done
and are willing to make the investments in people, infrastruc-
ture and corporate culture that are required to be successful.
The VAR, whether it is small or extremely large, has had a
long-term relationship with IT and has greatly improved its
service offerings. VARs now have access to very strong MPS
infrastructures offered by their supplies and parts distributors
that have invested heavily in this space. These distributors
offer a turnkey approach for the VAR that is transparent to the
customer. By utilizing these offerings, the VAR is a viable
player in the MPS space.
The copier dealer and manufacturer direct branch locations
have been known and respected for quality and timely service
of truly high-end devices. They are strong with leasing, cost
per page and managing f leets of copier/MFPs and fax
machines. They can take over and manage the entire fleet of
printers as long as they realize the needs
are quite different than those of an office
copier/MFP. Taking over the fleet will
involve a different sales process, sales
representatives with a different skill set,
and a service department willing to
change and service multiple products
from many vendors.
Dealers have many of the tools to be
successful in the MPS space as long as
they are willing to learn and have people
willing to change how they sell and
service equipment.
The most interesting entrant into the
MPS space is the office superstore that
once sold low-end hardware and sup-
plies that the customer could purchase
using his (or her) corporate credit card. The superstores are
entering MPS in a defensive posture to protect the billions of
dollars of supply revenue that potentially could be lost as
dealers and manufacturers take down large MPS deals. The
office superstores are perhaps making the largest investment
in MPS. They are investing in back-office operations, service
and hiring many people dedicated to the sales and service of
MPS. Strong, long-term relationships with corporate America,
combined with a national presence of locations nationwide,
can certainly put the office superstores in a position to
succeed in the MPS space.
So, who will be most successful in MPS: VARs, dealers,
manufacturers or office superstores? In reality, they can all be
successful as long as they develop a plan, evolve, change and
make the proper investments needed to be successful. The
investments not only need to be in infrastructure and soft-
ware, but also in people.
Many of the companies that have entered the MPS space have
complained of marginal success. These dealers are still looking
at MPS as an equipment sale when it really is a professional serv-
ices sale. Most dealers continue to sell through their general-line
reps, which is not the way to go. Even though MPS is a new way
of doing business, most companies are doing very little planning
prior to launch. The ones that have turned MPS into a nice profit
Long-Term MPS SuccessDo you have the right business model to thrive?
by: David Factor, Strategy Development
MPS STRATEGIES
w w w . o f f i c e t e c h n o l o g y m a g . c o m | N o v e m b e r 2 0 1 0 | 29
Factor Nov 10:Factor Nov 10 11/1/10 3:04 PM Page 26
center have invested in
the training and con-
sulting that was the
critical catalyst.
MPS is the business
model for success in the
printer/copier/MFP
space going forward. It
is important that you
are in a position to take
advantage of this opportunity with your current customers today.
If you do not, those customers may not be yours for much longer.
They may soon be customers of that local competitor or national
office superstore. �David Factor is the director of business development for Strategy
Development, a management-consulting firm for the technology
and outsourcing space, leading dealers and VARs into MPS.
In addition to consultancy for business planning, sales
effectiveness, and operational and service improvement,
Strategy Development developed and delivers the BTA MPS
Sales Workshop and BTA MPS Operations & Service Workshop.
Factor has an extensive background in the
imaging industry, having spent 18 years at
OKI Data Americas. He can be reached at
or (908) 336-8147.
Visit www.strategydevelopment.org.
30 | w w w . o f f i c e t e c h n o l o g y m a g . c o m | N o v e m b e r 2 0 1 0
Many of the companiesthat have entered theMPS space have complained of marginalsuccess. These dealersare still looking at MPSas an equipment sale ...
ADVERTISER INDEX
31 • BTA Marketplace
www.bta.org/BTAMarketplace
21 • BTA MNS Workshop
(800) 843-5059 / www.bta.org/MNS
23 • BTA MPS Sales Workshop
(800) 843-5059 / www.bta.org/MPSSales
23 • BTA MPS Operations & Service Workshop
(800) 843-5059 / www.bta.org/MPSOperationsService
30 • BTA Scholarships
(800) 303-4031 / www.bta.org
13 • CIT
www.cit.com
11 • Digital Gateway
(866) 342-8392 / www.digitalgateway.com
5 • DocuWare
(888) 565-5907 / www.docuware.com
17 • FMAudit
(573) 632-2461 / www.fmaudit.com
16 • Global Printer Services
(800) 588-3554 / www.globalprinter.com
32 • GreatAmerica Leasing Corp.
(800) 234-8787 / www.greatamerica.com/Navigator
14 • IBPI
(480) 393-1694 / www.ibpi.net
2-3 • ITEX 2011
www.itexshow.com
7 • Konica Minolta
www.CountOnKonicaMinolta.com
19 • Marlin Leasing
www.marlinleasing.com
9 • Strategy Development
(610) 527-3317 / www.strategydevelopment.org
15 • Supplies Network
(877) 427-3261 / www.suppliesnetwork.com
Having trouble finding money for your child’s
education?
Scholarships for use at colleges or accredited vocational trade schools are
available to the sons and daughters of BTAretail dealer and reseller members and the
sons and daughters of their full-timeemployees. Scholarship recipients are
chosen by an impartial and independentevaluator. Completed applications must be
received at BTA by May 1. To obtain ascholarship application form, contact MaryHopkins at [email protected] or (816) 303-
4031 or write to: BTA ScholarshipFoundation, 12411 Wornall Road,
Kansas City, MO 64145.
®
BTA Can Help.
Factor Nov 10:Factor Nov 10 11/1/10 12:45 PM Page 27
Marketplace FP:Layout 1 10/25/10 2:03 PM Page 1
800.234.8787 | www.greatamerica.com/Navigator
December 7-9, 2010 - Dallas, TXSales Training* to teach the Managed Print Services sales process and develop teams with advanced deal crafting and interactive best practice sharing.
Your guide to MPS success
*Now with ongoing support for alumni.
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Permit #38 Office Technology MagazineBusiness Technology Association 12411 Wornall RoadKansas City, MO 64145(816) 941-3100www.officetechnologymag.comwww.bta.org
GreatAmerica ad Nov 10:32OT0408 10/27/10 8:26 AM Page 1