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Piecing Ideas Together.
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.
“Better Dealers Through Learning and Idea Exchange.”
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: info@businessproductscouncil.org Website: www.businessproductscouncil.org Membership Director BPCA c/o BTA 12411 Wornall Road Kansas City, MO 64145
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CONTENTS Volume 15 No. 2 G
FEATURE ARTICLES 10
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Development Platforms Providing integrated, customized applications
The Right Fit Are your employees & dealership in harmony?
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by Brent Hoskins Office Technology Magazine
by Robert C. Goldberg BTA General Counsel
The trend toward commoditization 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 primary vision was to offer a means to integrate thirdparty 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.
In order to distinguish your dealership by service, all of your employees must be committed to customer satisfaction and genuinely enjoy their jobs.
PRINCIPAL ISSUES Sound Job Descriptions They can help you select the right people
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by Rich Sissen Sissen & Associates
Employee 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.
Making an Acquisition How to complete the process in 90 days by Randy Gould One Stop Business Centers
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.
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COURTS & CAPITOLS
Your Web Strategy What every dealership’s site should include
SELLING SOLUTIONS Key Account Management Critical questions to help optimize results
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by Tom Kramer CATALYST Performance Learning
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.
DEPARTMENTS
By Darrell Amy Dealer Marketing Systems
It 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 services and document solutions. 4 | www.of ficetechnologymag.com | August 2008
Business Technology Association G
September Education Calendar BTA Membership Application G BTA Highlights
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Executive Director’s Page
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BTA President’s Message
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Advertiser Index
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EXECUTIVE DIRECTOR’S PAGE
Attend BTA East’s Sept. 11-12 Event ome dealers often express a longing for the days when BTA’s districts hosted more education and networking 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 scheduled 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: I “Why is Everybody Always Picking on Me?” presented by Bob Goldberg, BTA general counsel. Bob will tell attendees how
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to protect their businesses and position them for success, focusing, in part, on practical solutions to everyday problems. I “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. I “Moving From Boxes to Solutions” presented 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. I “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. I “The Case for Page-Based Compensation” 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 applications that generate volume and profits. In addition, BTA and Strategy Development will host the “BTA Print Management Workshop” on Sept. 10-11 in nearby Tarrytown, 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 today. I hope to see you in White Plains. I — Brent Hoskins
Executive Director/BTA Editor/Office Technology Brent Hoskins brent@bta.org (816) 303-4040 Associate Editor Elizabeth Marvel elizabeth@bta.org (816) 303-4060 Contributing Writers Darrell Amy, Dealer Marketing Systems www.dealermarketingsystems.com Robert C. Goldberg, General Counsel Business Technology Association Randy Gould, One Stop Business Centers www.osbc.net Tom Kramer, CATALYST Performance Learning www.catalyst2performance.com Rich Sissen, Sissen & Associates www.sissenandassociates.com
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Business Technology Association 12411 Wornall Road Kansas City, MO 64145 (816) 941-3100 www.bta.org Member Services: (800) 505-2821 BTA Legal Hotline: (800) 869-6688 Valerie Briseno Membership & Marketing Manager valerie@bta.org Mary Hopkins Database Administrator mary@bta.org Teresa Leerar Bookkeeper teresa@bta.org Brian Smith Membership Sales Representative brian@bta.org ©2008 by the Business Technology Association. All Rights Reserved. No part of this publication may be reproduced by any means without the written permission of the publisher. Every effort is made to ensure the accuracy of published material. However, the publisher assumes no liability for errors in articles nor are opinions expressed necessarily those of the publisher.
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BTA PRESIDENT’S MESSAGE ®
Attend BTA West’s Sept. 19-20 Event n your mark, get set, go!” “The flag is up!” No matter how you say it, if you want to be on th e winning t eam , 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 knowledge 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 personnel, 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 Workshop Sept. 18-19. This program offers stateof-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 opportunity 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 professional, will share her real-life experiences as director of marketing and business development for MWB, Southern California’s largest Global Imaging Systems operation.
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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 property is conveniently located near our conference 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, conversation and an evening of quarter horse racing. A shuttle to the course, course attendance, 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, Compete: An Executive Summit” at the Ritz Carlton in White Plains, N.Y., Sept. 11-12. BTA Southeast is offering its “Fall Colors Conference” 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 “Educating U” events, which offer an extensive line-up of venues, industry experts, sponsoring 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 ronellei@msn.com or (714) 744-9032. I — Ronelle Ingram
2008-2009 Board of Directors President Ronelle Ingram Steven Enterprises Inc. 17952 Sky Park Circle Ste. E Irvine, CA 92614 ronellei@msn.com President-Elect Bill James WJS Enterprises Inc. 3315 Ridgelake Drive Metairie, LA 70002 bjames@wjsenterprises.com Vice President Rock Janecek Burtronics Business Systems Inc. 216 S. Arrowhead Ave. P.O. Box 1170 San Bernardino, CA 92408 rjanecek@burtronics.com BTA East Tom Ouellette Budget Document Technology 251 Goddard Road P.O. Box 2322 Lewiston, ME 04240 touellette@bdtme.com BTA Mid-America Mike Blake Corporate Business Systems LLC 6300 Monona Drive Madison, WI 53716 mblake@corpbussystems.com BTA Southeast Bob Smith Copiers Plus Inc. 408 Chicago Drive Fayetteville, NC 28306 bobsmith@copiers-plus.com BTA West Greg Valen Hawaii Business Equipment Inc. Toshiba Business Solutions - Hawaii 590-A Paiea St. Honolulu, HI 96819 gregory.valen@tabs.toshiba.com Ex-Officio/General Counsel Robert C. Goldberg Schoenberg Finkel Newman & Rosenberg LLC 222 S. Riverside Plaza Ste. 2100 Chicago, IL 60606 robert.goldberg@sfnr.com
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Development Platforms Providing integrated, customized applications by: Brent Hoskins, Office Technology Magazine
he trend toward commoditization and the changing needs of endusers app ear to have b e en th e initial catalysts. Office technology manufacturers 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 software applications into the MFP, providing the end-user with a customized, timesaving 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 infrastructure 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 inhouse 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 dramatically transform the level of utility and value derived from multifunctional 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.,
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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. “Historically, 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 capabilities 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 platforms 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 applications 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 platform 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 Greg Anderson, senior “... As a dealer, do case, especially now with the engineering manager for you want to be in the advent of such powerful cusRicoh’s Developer Technolocommodity business or do tomization tools as the gies and Support, offers a Sharp OSA platform. It is similar comment, citing you want to be in the essentially a tool set that ‘de“necessity” among the reavalue business? ... The squares’ the box, opening up sons for the launch of the Sharp OSA platform ... is the value proposition.” company ’s development essentially a tool set that Actually, it appears that platform. “If you look at the ‘de-squares’ the box ...” the introduction of developlandscape outside the print— Vince Jannelli, Sharp Imaging and ment platforms have come to ing arena, there are so many Information Company of America a certain degree out of necessolutions,” he says. “It besity, given the growing numcame really obvious to Ricoh ber of software-based solutions now available in the office that although we are going to be pursuing solutions, there is technology industry. “We made the product more flexible really no way we could provide the connectors, interfaces because the environment it is fitting into is more complex,” and integration to everything that is on the market.” says Jannelli. He notes that regardless of their high level of As one might expect, there have been significant expertise, etc., MFP manufacturers cannot provide features strides in the development platform programs among the that will meet every requirement of the end-user. “The way to manufacturers since they were first introduced. A look at solve that is to provide an open development platform that Canon — the development platform pioneer within the allows for customization and flexibility. These two things were scope of vision of the BTA dealer — illustrates the degree of the initial vision for Sharp OSA and continue to be today.” advancement. “When we first introduced the platform back
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in 2003, quite frankly, we early days. With the current “I think the differences here in the United States SDK, “the developer doesn’t between where we were didn’t have a tremendous have to write nearly as many in 2003 versus where we amount of experience and lines of code in order to elicapability in using the platcit a device function,” says are today in 2008 are like form,” says Amorosano. “So, Amorosano. “For example, comparing night and day. as a result, our ability to historically, if you were going We have been able to effectively assist third-party to try from your application improve on so many developers was somewhat software to command a dedifferent levels ...” challenged.” vice to scan a page that may — Dennis Amorosano However, five years later, have been 50 lines of code. Canon U.S.A. Inc. Canon has come far, says Now it may require only six Amorosano. “I think the diflines of code.” ferences between where we were in 2003 versus where we Such improvements and the expertise that has since develare today in 2008 are like comparing night and day,” he says. oped within Canon U.S.A. are paying off. “In the last 18 “We have been able to improve on so many different levels months, we have seen a strong increase in activity in terms of as compared to where we started.” the number of developers,” says Greg Ryan, Canon’s director of Today, he says, the developer experience with Ca- industry and alliance marketing. “In the third-party developnon’s Software Developer Kit (SDK) is much improved over the 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 applications are developed by Canon for a dealer’s customer. “We will develop them on the dealership’s behalf and run the business 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 applications enabled by their development platforms and provide customized 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 partners — eCopy, Equitrac, Kofax and Liberty IMS — previewed on stage at a Sharp dealer meeting how their software products could be run on the manufacturer’s MFPs. Today, says Jannelli, there are more than 150 participants in the Development 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 dealerships, with the last group representing about 35 to 40 percent of the participants in the Development Program. 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 | A u g u s t 2 0 0 8
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management service. At Ricoh, there are three “The Platinum and Gold What is the payoff from RiDP levels — Basic, Prepartners have 21 solutions today’s manufacturer develmier and Premier Plus. Joe available and the Silver opment platforms for dealGormley, senior manager for ers? From Sharp’s Jannelli: RiDP, reports that the compartners have 54 solutions “Market share and margin; pany just exceeded 50 particiavailable. All of the you can address a broader set pants in the top level, PrePlatinum level partners of customer issues.” From mier Plus. “Of those 50, we have made updates to their Canon’s Amorosano: “When now have 29 Java-based solusoftware to leverage the EIP platform ...” selling an embedded applications that are made available — Roger Ellefson tion, customers get locked-in for sale through third-party Xerox Corp. in a big hurry. It becomes developers,” he says. (Gormvery, very challenging for ley notes that there are no dealerships participating in the program. “Typically, their competitors to make inroads into environments where the expertise is in sales and marketing as opposed to develop- dealership has been successful selling an MFP with a MEAPment,” he says. “I have not encountered any dealerships to enabled application.” From Xerox’s Ellefson: “Dealers who date that have strong ‘development shops.’ However, should take advantage of this will have more to offer their custhe situation change and dealerships begin to employ devel- tomers and will outpace competitors who do not.” Despite the payoffs, many dealers whose manufacturing opment staff, we would be certain to re-evaluate the Ricoh partner offers a development platform may not be taking Developer Program offerings.”) Meanwhile, at Xerox there are four levels in the Xerox advantage of the opportunity. “The Sharp OSA platform has Alliance Program. Currently, the company has 10 partners in been tremendously successful, but I think there is more the top two levels, Platinum and Gold, and more than 40 at potential,” says Jannelli. “There are a number of dealers who the Silver level. The bottom level, Developer, currently has are ‘sitting on the fence.’ Many Sharp dealerships are selling more than 400 participants. “The Platinum and Gold partners Sharp OSA-enabled applications at a regular clip, but many have 21 solutions available and the Silver partners have 54 are only occasionally coming through with one or two deals. solutions available,” says Ellefson. “All of the Platinum level These are the dealerships that we are now focused on.” Jannelli advises dealers to consider initially embracing a partners have made updates to their software to leverage the EIP platform, and the same is true of our Gold partners, with select few of the development platform-enabled applications, one or two exceptions — and, in these cases, the software possibly selecting one each from various product categories such as document management, fax server and accounting. updates are in progress, but not yet available for sale.” Like Canon, the other manufacturers not only reported an Or, he adds, dealers may want to first focus on working with increase in the number of developers, but they also report developers with complementary applications, all with a focus improvements to the platforms, SDKs and developer programs in specific verticals, such as the medical or legal markets. “When sales reps are introducing themselves and their themselves. Sharp, for example, recently introduced a new generation Sharp OSA that offers, among other enhancements, “a product line, they need to understand the specifics of cusricher user interface experience,” says Jannelli. At Xerox, the tomers’ needs,” says Jannelli. “Then the reps should discuss primary focus is currently on implementing EIP throughout how the customization flexibility inherent in the Sharp OSAthe product line, says Ellefson. “We have made tremendous enabled MFP will help customers better meet those busiprogress, with the majority of our console-type (A3) products ness needs. This will help set them apart from the pack. As a now EIP-enabled.” And, at Ricoh, the company is set to matter of fact, if a Sharp dealership sales rep doesn’t do this, announce this month two new RiDP programs — MASA then he (or she) is really only leveraging half (Major Account/Strategic Accounts) and EDU (education) — of his available value proposition.” Brent Hoskins, executive director of the providing to developers within the two key target markets Business Technology Association, access to SDKs, Ricoh support, etc., says Gormley. In addition, is editor of Office Technology magazine. Ricoh is announcing a new category within RiDP for DocuHe can be reached at brent@bta.org. ment Mall, the company’s on-demand document sharing and 16 | 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 | A u g u s t 2 0 0 8
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Making an Acquisition How to complete the process in 90 days by: Randy Gould, One Stop Business Centers
uring 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 completed 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 acquisition 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 acquisitions. 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.
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BTA member One Stop Business Centers of Burlington, Mass., (downtown Boston office shown) acquired a competitive dealership, completing the transaction in only 90 days. 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,
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Following the acquisition, our biggest but also have a team of legal profesFollowing the acquisition, payoff was the ability to offer our new sionals with a wide range of expertise in customers services and support proorder to address employment contract, our biggest payoff was grams that were previously unavailable to human resource, real estate and general the ability to offer our them. With the acquisition, our level of corporate law issues. This depth of new customers services customer service increased and our experience helps expedite the acquisiand support programs product knowledge, service and support tion because unforeseen obstacles are that were previously strengthened. We have also become a resolved quickly and efficiently. unavailable to them. larger company with more resources at Also, a highly skilled CPA firm with a hand to offer our new and existing cusdepth of talent is needed to rapidly and accurately complete the due diligence process, confirm the tomers. Plus, our relationship with the manufacturer has dealership’s financial viability and structure the financial grown stronger because of their added support to what is components of the transaction. Aligning my business with now a larger, more powerful dealership. There is one final observation regarding the acquisition these two key players afforded me the opportunity to manage and control my cash outlay, ensure financial sta- challenge. As a small business owner and entrepreneur since 1984, I plan ahead to give my business the most opporbility and close the acquisition quickly. The acquisition process first started in earnest with a tunity for growth. A proven method to accomplish this is by phone call to the president of the dealership interested in being a fiscally strong company. This business strategy selling. As competing businesses, he was well aware of One allowed One Stop Business Centers to be in a position to Stop’s reputation as a highly regarded document imaging quickly take advantage of an unusual opportunity. If you are considering an acquisition, I recommend these company. And in understanding his background, I was able essentials: to rapidly gain his confidence. Commit yourself 100 percent to completing the acquiOur second step was the due diligence process. Some of the possible pitfalls included the potential liabilities in sition. Understand your risk and the impact on your busiacquiring this dealership, whether the acquisition would be ness and bottom line. Have the right people working on your behalf to powerfully too much of a financial burden for our organization and our ability to align all credit lines and absorb the debt from the conduct the due diligence process and structure the transaction. Put management and technical staff in place with the acquired company. Since I had been with my accounting firm for more than 20 years, they knew the office technology ability to absorb the new business. Have the financial viability in place to complete the industry well and supplied financial insight that was practical and useful. In addition, we worked diligently with our transaction and handle the additional financial commitments. An acquisition is a tremendous strategy to grow your deallaw firm to create solutions to overcome unexpected hurdles. The third step was to address one of my core concerns, ership. Of course, the days leading up to the close of the transwhich revolved around the employees of the company to be action were time consuming, but with this acquisition, in just acquired. There was angst over job security and we had to a little over 90 days, my company had grown 25 percent. Plus, ensure that they were fully informed. Our management we then had the opportunity to improve our bottom line as a team knew we needed to act quickly to avoid unnecessary result of offering our new and existing accounts superior service, support and value. Because of our increased buying issues and keep the entire team focused and balanced. As the transaction neared completion, our management power and visibility, we are also a better document imaging team arranged a meeting with the new team to educate resource for all of our current and future customers. Now that them on our organization. We felt it was important to com- was a risk worth taking. municate with them about our reputation as a financially Randy Gould is president of One Stop Business sound and well-regarded office technology dealership. At Centers, a BTA member dealership. The this time, our management team also explained the integradealership is headquartered in Burlington, tion of the two companies. Employees were encouraged to Mass., with branches in Massachusetts, New ask questions and, as a result, after the transaction was Hampshire and Rhode Island. completed, there were very few difficult issues to resolve. Visit www.osbc.net. 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 | A u g u s t 2 0 0 8 | 19
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Your Web Strategy What every dealership’s site should include by: Darrell Amy, Dealer Marketing Systems
t 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 supplies. 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 thoughtout 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.
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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 understanding 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 representative 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 20 | 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 | A u g u s t 2 0 0 8
process. Hopefully, the client will quickly find information to support what the sales representative shared. Perhaps the site provides relevant statistics, 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 representative was talking about? Instead, they find typical information 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 probably 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 catalogs 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
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client leaving your office to go to the product, you increase the odds that they One of the best ways to OEM’s office to view a demo of a machine will hit your site. that you do not have in stock. The chances build credibility ... is by of them coming back are not great — 3. Does Your Site Deepen Trust? providing ... references. especially when they learn about the manOne of the best ways to build crediWhen clients see local ufacturer-direct location in your market. bility on your site is by providing local companies endorsing We need to be realistic. Every one of references. When clients see local comyour dealership, it builds your clients knows how to use Google. panies endorsing your dealership, it confidence ... You cannot force them to stay on your builds confidence in your ability to site. However, if you provide relevant deliver. This is particularly true when it information (product brochures, drivers, manuals, etc.) on comes to new initiatives like color, managed print services your site, your clients will not have to leave. You may want to and document solutions. think about engaging a third party to maintain your product References can be delivered in one of two ways: First, you catalogs. It is worth the small investment to keep prospects could provide a quote from the client. I like to see quotes on your site. embedded in the sidebars throughout a site or even rotating When looking for a provider, make sure you can control in a flash presentation on the home page. The other way to deliver references is through case which products appear on your site. There is nothing more frustrating than a sales rep getting an e-mail during the studies. They are a powerful way to prove your competence sales process asking about a product on your site that you in new solutions areas. Illustrating how you were able to do not carry or are not authorized to service yet. Also, look help another local company solve a problem goes a long way for a product catalog that will enhance search engine place- in building trust during the sales process. ment by publishing product information directly onto your Some dealers are reluctant to put references on their site for Web site. That way, when someone searches for a particular fear that the competition will target these accounts. While this
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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 reference, chances are your competition will shy away and go after an easier target.
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you have to ask how easy it is to find your dealership online. One of the main Google (and other search engines) is reasons clients are the new Yellow Pages. Most people use reluctant to use online search engines on a daily basis and this service interfaces may trend will only grow. Therefore, it is critbe related to something ical that your Web site be positioned to very simple – the get good placement. While this could be branding and layout ... the topic of an entire article or book, let us 4. Does Your Customer Feel Safe? Many dealerships have partnered with take a quick look at the basics of search companies that provide customer portals for service, meters or engine optimization. supplies. Often, the goal of these Web applications is to autoThe challenge with getting placement in search engines is mate key processes in the dealership to improve customer that it is more complicated than hanging a sign in front of service and reduce overhead. Many times, though, these inter- your building or paying for a Yellow Pages ad. While you can faces are under-utilized. purchase pay-per-click ads, I want to focus on setting up One of the main reasons clients are reluctant to use online your site to get placement on the free part of a search page. service interfaces may be related to something very simple There are a few fundamental things that need to be in — the branding and layout of the interface. On many sites, I place. First, your site needs to be search-engine friendly. have noticed that when you click on the link to enter a Many people are becoming familiar with the term “meta service call, a new window opens up that does not look any- tags.” In layman’s terms, these are the behind-the-scenes thing like the dealership’s Web site. Instead, they are greeted keywords and descriptions that go with pages on your Web with a plain white page that asks them for a username and site. It is important that these are set correctly. password. This makes the client wonder where they have However, the actual content on your site is just as imporlanded. Many probably wonder if the site is safe. It is no tant as the meta tags. The more relevant content that you can wonder clients are reluctant to use dealer service portals. put on your site, the more information the search engines have The solution to this problem is to make sure your cus- to index. This increases your odds of getting good placement. tomer interfaces are branded to match your main Web site. Another key is to continually add new content. Each time That way, when clients click the link to enter a service call or you add content to your site, search engines index it, helping key a meter reading, they feel comfortable that the informa- to boost your rankings as a relevant site. You should do this tion is going to you. as often as you can — preferably daily. As a side benefit, Customization can be done in one of two ways. You can clients can enter their e-mail addresses to receive news notiembed the login script into a frame inside your current site, fications and sales representatives can forward relevant artiso that the client is actually logging in through a page on cles to clients to help increase their touches with them. your site. The other option is to “reskin” the Web interface on your current site. This involves creating a graphic set that Enhance Your Web Site Strategy The Internet continues to grow in importance and techmatches your current site. While you are reskinning the user interface for your nology continues to evolve. Always be on the lookout for ways service, meters and supply systems, it is a great time to think to enhance your Web presence. As the Internet continues to about what you want to market to your existing clients. evolve, it is vital to invest in strategies that enhance your image, These login pages are a great place to feature promotions on boost your credibility and compliment your sales objectives. new systems, solutions or supplies. Darrell Amy is president of Dealer Marketing Systems, a firm providing Web site content, 5. Be Easy to Find: Search Engine Optimization design, product catalogs and search engine optimization services exclusively to document You likely have put a sign up in front of your dealership to solutions dealers. He can be reached at make it easy to find. You may have even chosen your location damy@dealermarketingsystems.com. based on exposure. You also probably have your phone number Visit www.dealermarketingsystems.com. in the yellow and white pages. However, in today’s online world, 22 | 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 | A u g u s t 2 0 0 8
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EDUCATION CALENDAR September 10-11 BTA Print Management Workshop
Tarrytown, NY Taught by Tom Callinan and David Ramos of Strategy Development, this two-day educational workshop is designed to provide dealerships with the tools they need to establish a print management strategy that will allow them to significantly increase the quantity of captured prints, lock-in customers, distinguish themselves from competitors and, ultimately, sell more hardware. Registrants will receive free Sept. 11-12 BTA East District event General Registration.
11-12 “Connect, Compare, Compete: An Executive Summit”
White Plains, NY This BTA East District event 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 fellow 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. Education session speakers include Bob Goldberg, Tom Callinan, Jon Reardon, Randy Dazo, Jack Duncan, Lou Slawetsky and Ruth Ann Kordell. Also included in the General Registration price ($159) is a cocktail reception and a New York Yankees game. (Space and Yankees tickets are limited. Register today!)
18-19 BTA ProSolutions
Cypress, CA Software 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 Marketing Systems, this course will help you understand your clients’ business problems, so you can provide solutions. Registrants will receive free Sept. 19-20 BTA West District event General Registration.
19-20 “Fast Track to Recession-Proofing Your Business”
Cypress, CA This BTA West District event is designed for office technology dealership principals, managers and sales representatives who are looking to further strengthen their dealerships. Education session 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 and dinner at the Los Alamitos Race Course.
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“Maximizing Your Inside Sales Profitability” Cypress, CA Taught by Ann Barr of Selling Supplies, this workshop includes a full day of motivational sales training and interactive roleplay exercises designed to increase the effectiveness of imaging supply 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.
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MEMBERSHIP APPLICATION PART I – COMPANY INFORMATION Company 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: Sales Contact: Service Contact:
Title: Title: Title:
E-mail Address: E-mail Address: 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 indicating 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.
PART II – PRODUCT INFORMATION 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
Please indicate the products you sell or the services you provide (check all that apply):
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 Retail Dealer Memberships:
Vendor Associate Memberships
Service Associate Memberships
$430 $795 $885 $1,395
$1,500 Annual Sales up to $5 million
$500 Annual Sales up to $1 million
$2,000 Annual Sales $5-$10 million
$750 Annual Sales $1-$5 million
$2,500 Annual Sales over $10 million
$950 Annual Sales over $5 million
1-10 Locations (1 year) 1-10 Locations (2 years) 11-50 Locations (1 year) 51+ Locations (1 year)
PART IV – INVESTMENT
Publications Associate Membership: $150 Dealers save with two-year membership!
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 64145 Phone: (800) 505-2821 Fax: (816) 941-4838 E-mail: membership@bta.org 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.
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BTA HIGHLIGHTS The following new members joined BTA during the month of June:
Dealer Members Automated 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., Cape Girardeau, MO Vendor Associate Members International 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 Hotline Online” on the home page before Oct. 1.
2007 Business Equipment Quota Index (BEQI) The 2007 BTA Business Equipment Quota Index (BEQI) provides market potential (product demand) indices for the U.S. market. Users of the BEQI are provided with an index for the desired state, county, MSA (metropolitan statistical 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 performance. BTA members receive special pricing! To order the 2007 BEQI, call (800) 843-5059 or visit www.bta.org and click on “Research” in the left-hand column of the home page.
For the benefit of its dealer members, each month, BTA will profile two of its Vendor or Service Associate members in this space. BTA Vendor Associate member SYNNEX Corp. is a business process services company, servicing resellers and OEMs in regions around the world. SYNNEX provides outsourcing services in IT distribution, contract assembly, logistics management and business process outsourcing. SYNNEX distributes technology products from more than 100 IT OEM suppliers to more than 15,000 resellers throughout the United States, Canada and Mexico. Its focused product categories include IT systems, peripherals, system components, software and networking products. www.synnex.com BTA Vendor Associate member Sagem-Interstar is a global leader in fax server solutions for IP networks. Its XMediusFAX leverages IP telephony and unified communications systems to enhance productivity, collaboration and ROI by integrating fax on the desktop. XMediusFAX is also fully integrated with MFPs and copiers through native integration (OKI and Muratec), proprietary connectors (Canon and Sharp) and standard T.37 protocols (Xerox, HP, Ricoh and Toshiba). Organizations wishing to extend the life of analog fax and leverage MFP investments while they transition to converged IP networks and unified communications systems may 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.
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COURTS & CAPITOLS
The Right Fit Are your employees & dealership in harmony? by: Robert C. Goldberg, General Counsel for the Business Technology Association
n the office technology industry, everyone offers the same functional products. Features 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 dealership by service, all of your employees must be committed to customer satisfaction and genuinely 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 procedures. 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.
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Zappos aims to be the best service organization that happens to sell shoes. Your dealership has similar goals and requires committed individuals to reach them. Weeding a new employee out quickly will save you both time and money. O ften dealers contact me for advice regarding termination of an employee. They emphasize how many chances they have given the individual to succeed in his position. Perhaps by making “the offer” they could have saved the time and energy spent with the individual. Better yet, the individual would have voluntarily resigned, thus saving additional expenses like unemployment 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 performancedriven raises, yet it does not penalize for failure. Of the projects 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 robert.goldberg@sfnr.com.
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PRINCIPAL ISSUES
Sound Job Descriptions They can help you select the right people by: Rich Sissen, Sissen & Associates
directly, as well as those who he (or she) mployee selection errors are commonwill only be indirectly responsible for. place and their costs are staggering. Tens of thousands Primary People Contacts: Identify Tens of thousands of dollars are lost each of dollars are lost each those people who the person in this posiyear by companies of all sizes because they year by companies tion will have frequent direct contact with. select people who are not qualified to fill key of all sizes because Includ e c ont acts b oth int ernal and jobs. The cost of turnover is increased dramatithey select people external to the organization. cally when we add in training expenses, addiwho are not qualified Behavioral Characteristics, Attitudes tional recruiting and selection expenses, loss of to fill key jobs. and Skills Required: Consider the specific productive time by management and lost busijob carefully and describe a successful ness through dissatisfied customers who are served by incompetent individuals. Additionally, managers experience person, but not one who is overqualified. Avoid the temptation to discouragement and frustration in their own job when they realize “idealize� every job. Prerequisites: State the minimum requirements (education, they must begin all over to recruit a replacement for a position. The ability to match the capacities of a person to the re- training or experience) needed to function effectively on the job. Toughest Parts of the Job: Include the most difficult quirements of a job is a vital personal management skill and a major factor in promoting your company’s efficiency, growth aspects of the job the person is likely to encounter during and earnings. The underlying key to a successful business start-up and on an ongoing basis (new sales territory, lots of operation lies in the initial selection of the right people for the rejections, product knowledge, etc.). Compensation Methods, Range and Advancement right jobs. The first step in this process is a complete and comprehensive job description. Below are step-by-step guidelines Opportunities: This information is crucial to selecting the right people. Be candid about limitations as well as opportunion how to write a full and sound job description. ties when completing this part of the job description. Provide Job Title: State the official job title. Major Goals and Responsibilities: Briefly describe the figures for the low and high range of salary or commission earnbasic purpose of the job. In other words, describe what the ings. What percent of the total is commission? results will be if the job is done successfully. Include the most Outside Influences: State any unusual circumstances important goals, outcomes and responsibilities for which the occurring within the team environment or circumstances that person will be held accountable. Indicate the criteria that will will directly impact performance. For example, what training, be used to measure success in the position (cold calls per day, by whom and how much? What kind of support will he receive? phone calls, quota, etc.). If the job primarily involves sales, From whom will he receive it? What are the realistic advancemanagement or other kinds of responsibilities, indicate the ment opportunities? What behavioral characteristics should he percentage of time that will be spent on these duties. have for this job? How many hours per week are required? Products and Services Involved: Indicate those products Once you have the right job description in place, you are or services sold if it is a sales job. Otherwise, state the products better prepared to match the description to the skills, experiand services your company represents or produces. ences and behavior patterns of applicants to any position. Essential Activities: Briefly state the five most imporRich Sissen has more than 30 years experience in the office tant functions of the job and what percentage of time should technology industry, including 10 years with a be spent doing each. List these duties and responsibilities in major manufacturer and 18 years as the owner order of their importance to the job. Be specific. of a copier and facsimile dealership. For the People Managed: If applicable, specify the number and past 10 years, he has served as a management job titles of the people managed or supervised by the person in consultant for the office equipment industry. the position. Include those who the employee will manage Visit www.sissenandassociates.com.
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SELLING SOLUTIONS
Key Account Management Critical questions to help optimize results by: Tom Kramer, CATALYST Performance Learning
o 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 pursuing 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, competitive factors and the investment question.
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Business Needs & Buying Processes First 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 quantitatively and qualitatively? Have they been clearly communicated to everyone? Do all key buying contacts (such as high influencers, decision makers and low influencers) understand the needs and are they committed to achieving a resolution? Business Goals and Issues — How well do you know your customer’s goals and business issues? Business 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 resolution, 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 identifying 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 Assessment Here 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 companies 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 innovation? 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 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 | A u g u s t 2 0 0 8 | 29
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new ideas? Change capacity asks you to may b e w on usin g a c ombination of look at the level of change that your prodproduct, pricing and added value, the key To evaluate your ucts or your company creates for a specific question to ask here is: Ultimately, can customer’s capacity customer. Depending upon a customer’s this customer be fully satisfied? The for organizational answer to this question will tell how much acceptance of change, a “better idea” may change ... you need pre- and post-sale effort will be required. or may not be an effective sales approach. to identify if change To evaluate your customer’s capacity for Power Advocate — The presence of is easily accepted organizational change and acceptance of a power advocate is a powerful tool to gain or actively resisted. new processes, ideas or technology, you competitive advantage and secure the need to identify if change is easily accepted account or close an opportunity. To deteror actively resisted. mine if you have a true power advocate, you need to answer How successful have new initiatives been in this organiza- the following questions: Will this person take a personal risk tion? Is your customer an innovator? That is, is continuous on my behalf? Will he (or she) be an active inside salesperson? change and improvement normal and accepted? Is your cus- Will he provide sales progress information? Will he provide tomer a joiner? Do they prefer low-risk change and do they competitive information? Can he provide direct access to all rely on generally proven solutions? Or, is your customer a contacts in the decision-making process? resister? Do they change only when it is absolutely necessary? Value Perception — The critical questions to ask here Do they harbor high internal resistance to change? Are they are: Does your customer really perceive and appreciate the the proverbial laggards when it comes to adopting new ways value you bring to them? Does your customer perceive that of doing business? you and your company provide added-value products and Relationship — Here we are looking at your current services that have a positive impact on their business success? relationship with your customer to determine the amount of In the September issue of Office Technology I will address time and investment needed to win and keep the account. It the critical questions associated with competitive factors and should be noted that in the case of a negative past relation- your investment assessment. ship, the effort to improve could represent an unacceptably Tom Kramer is an affiliate partner of CATALYST Performance high investment. Learning ( formerly Strategy Mapping Selling). Critical questions to answer are: What level relationship He has more than 30 years of sales, sales has been established between your company and the cusmanagement and marketing experience with tomer? Are you building upon a long-term successful track IBM, Eastman Kodak Co. and Canon U.S.A. Inc. record, developing a new customer or recovering from a preHe can be reached at vious dissatisfaction? Do you have the customer’s trust? tom.kramer@strategymappingselling.com. Visit www.catalyst2performance.com. Satisfaction Capacity — Although the account or sale
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