February 2020 Office Technology

01OT0220.indd 1

1/21/20 4:18 PM

SESpring20Spread.indd 1

1/28/20 10:56 AM

SESpring20Spread.indd 2

1/28/20 10:56 AM

CONTENTS Volume 26 • No. 8

FEATURE ARTICLES 10

Strategies for Success: Part 1 Dealers share advice for the year ahead

DEALERS HELPING DEALERS Sales Teams Have they redefined dealers’ businesses?

25

Compiled by Brent Hoskins Office Technology Magazine

What do you believe will be the greatest opportunities for office technology dealers in 2020? What do you believe will be the best strategies for success in pursuing those opportunities? Recently, Office Technology magazine asked these questions of dealers via an email survey. This article includes a number of the responses received. Perhaps comments shared by your fellow dealers will provide some guidance to you for the year ahead.

19

Compiled by Brent Hoskins Office Technology Magazine

Has your sales team redefined who you are? Or, are you still selling the same way you did two years ago? If you have “redefined,” how so? These questions, submitted by a dealer member, received several answers from fellow dealers.

P R I N C I PA L I S S U E S Get & Keep Top Talent The seven keys to successful hiring

26

by Wayne Outlaw Outlaw Group Inc.

Workflow-Oriented Services The next logical step, given today’s portfolios

Unemployment in the United States is at a 15-year low. The rate at which people are quitting is near an all-time high.

New jobs are being added at a record pace. These three factors make it extremely difficult to keep your positions filled in today’s competitive job market.

by Dennis Amorosano Dendog Strategy Insights LLC

I entered the workforce at a time when there was a major upheaval occurring in the technology industry. Fast forward to today and we have seen enormous advancements in technology (both hardware and software), and not just in the information and communications technology industry, but also in the office technology industry. Despite all of the gains in productivity delivered by changes in technology and workflows, why is it that most business processes are still mired in manual tasks?

SELLING SOLUTIONS Embrace Transparency If you do not, it will be forced upon you

29

by Troy Harrison Troy Harrison & Associates

I am constantly telling people that selling has changed more in the past 10 years than in the previous 100. Sometimes, people ask me what I mean, specifically. I explain that what has changed selling the most is the accessibility of information.

COURTS & CAPITOLS 22

Examine Your Website The ADA may require you to make changes

by Bob Goldberg BTA General Counsel

During the past month, two of our members received visits from U.S. marshals who were serving the dealerships with summonses and complaints alleging that their websites failed to conform to federal law. The sites had been developed to enhance the end user’s ability to order supplies, request service, provide meter readings and communicate with the dealership. An individual without a disability would have no difficulty navigating these sites, but they were not equipped for individuals with hearing or sight limitations.

D E PA R T M E N T S Business Technology Association

23

• BTA Education Calendar • BTA Highlights

6

Executive Director’s Page

8

BTA President’s Message

30

Advertiser Index

4 | w­ w w. o f f ic et ec hno lo g ym a g.c om | F e b r ua r y 2 0 2 0

04OT0220.indd 1

1/31/20 8:40 AM

Hytec ad Feb 20.indd 1

1/14/20 8:09 AM

EXECUTIVE DIRECTOR’S PAGE

Build Your Business With BTA Webinars

I

n the January issue of Office Technology, I wrote about the value of membership, encouraging members to proactively take advantage of all the Business Technology Association (BTA) has to offer. In that column, I included our monthly BTA Building My Business Webinars in the sampling of benefits. For a number of dealers, this offering is among the leading member benefits. The webinars are free, convenient and, as noted, offered on a regular basis.

Those who know me well know that I like to keep track of things here at BTA. Consider the following: n Our first BTA Building My Business Webinar was offered on Jan. 28, 2008. “Successfully Marketing Prints” was presented by Jim Kahrs of Prosperity Plus. Jim has since presented six additional webinars for BTA. n Through January 2020, BTA has presented 145 webinars. n There have been 6,254-plus webinar attendees. I say “plus” for this reason: Many times, a company has several people attending the webinar at the same PC, but that is only recorded by GoToWebinar as one attendee. (We know the number is greater than 6,254 because each webinar ends with several “exit survey” questions, including an inquiry as to how many people were in attendance at each registrant’s location.) n Recordings of 123 past webinars are accessible via the BTA website, but only to members. You will need your username and password to view the archived webinars. n To date, there have been 1,400 views of past webinars.

My purpose here is twofold: First, to remind you of this convenient member benefit. As we have stated since that first

webinar back in 2008, the primary purpose of BTA’s webinars is simple. They are “designed to help dealers improve the management of their companies, take full advantage of market opportunities and, ultimately, improve the bottom line.” And, second, to remind you of the extensive archive of past webinar recordings available as a resource exclusively to BTA members.

Looking at the past webinars, I will share two more factoids. Our most highly attended webinar to date was “Make More Money, Make More Meetings!” presented on March 24, 2009, by Kate Kingston and Troy McVicker. And the archived webinar with the most views is “Lease Accounting Update: FASB Accounting Changes,” presented on April 6, 2017, by Brett Steffen and Joe Terfler.

I encourage you to join the many dealers who regularly attend BTA’s Building My Business Webinars. Following is a look at the next three webinars, all offered at 4 p.m. Eastern. n Wednesday, Feb. 12: “What’s Happenin’ in the Imaging Industry,” to be presented by Andy Slawetsky of Industry Analysts Inc. n Thursday, March 19: “Filling Your Organization With Top Talent,” to be presented by Wayne Outlaw of Outlaw Group Inc. n Thursday, April 16: “How to Overcome the Top Three Challenges for Salespeople in 2020,” to be presented by Melissa Whitaker of Melissa Whitaker International Registration is easy. Visit www.bta.org/ BMB. On that page, you will see full descriptions of the upcoming webinars. Plus, there is a link at the top of the page providing access to the recordings and PowerPoints of past webinars. Remember: This is a members-only benefit, so you will need to be logged in to register for the webinars and access the archives. n — 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 Dennis Amorosano, Dendog Strategy Insights LLC www.dendogstrategy.com Bob Goldberg, General Counsel Business Technology Association Troy Harrison, Troy Harrison & Associates www.troyharrison.com Wayne Outlaw, Outlaw Group Inc. www.outlawgroup.com

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 Marketing Director valerie@bta.org Brian Smith Membership Sales Representative brian@bta.org Photo Credits: Bigstockphoto. Cover created by Bruce Quade, Brand X Studio. ©2020 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.

6 | w w w. o f f ic et ec hno lo g ym a g.c om | F e b r ua r y 2 0 2 0

06OT0220.indd 1

1/30/20 10:47 AM

Together, let’s make business hum LIKE YOU, WE’RE DEDICATED TO DRIVING OUR CUSTOMERS’ BUSINESSES FORWARD.

With our award-winning Brother Workhorse series of MFPs, printers and scanners; custom workflow solutions; secure, mobile and cloud-ready technology; and unrivalled support, including the Brother Special Solutions Team.

And, when your customers’ businesses are humming, you’ll hear it. It’s the sound of increased orders, customer referrals and revenue growth. It’s the sound of lifelong business relationships, with Brother Business Solutions at your side.

BECOME A BROTHER AUTHORIZED PARTNER AND LEARN MORE AT BROTHERSOLUTIONS.COM OR 1-866-455-7713 (PRESS #8 FOR RESELLER OPTION)

Brother ad Oct 18.indd 1

9/20/18 11:46 AM

BTA PRESIDENT’S MESSAGE

New Course Focuses on Troubleshooting

I

f you are looking for additional training for your service department’s technicians, look no further than the Business Technology Association’s (BTA’s) newly announced educational offering, BTA Service Troubleshooting Training. Led by veteran service manager Ken Edmonds, it is a selfpaced, video-based course that covers all aspects of service troubleshooting, starting with what troubleshooting is and the processes that are involved.

In this course, Edmonds will help your technician see how to collect all the symptoms of a machine issue and use that information to narrow his (or her) focus until he sees what the actual problem is. Then, he will show the technician how to identify all of the factors that can cause the problem.

Finally, Edmonds will teach the tech how to use identifying tests that can help determine which of the possible causes is, in fact, the root of the issue.

Edmonds has created a mantra for technicians: “What is the problem? What can cause the problem? And how can I test it?” This mantra will help a technician be more thorough in the methods he uses, rather than just throwing parts at a machine until he solves the problem.

Too many times, a technician mistakes a symptom for a problem and tries to solve the symptom instead.

BTA Service Troubleshooting Training consists of six video modules, two assessments, quizzes, written material and checklists for use in the field. The videos primarily consist of PowerPoint presentations, but include stories from Edmonds’ time in the industry that illustrate specific aspects of the area under discussion. There are also

specialized modules that deal with troubleshooting the process section, paper-feed issues and error codes.

Edmonds served at Sharp Electronics Corp. and then at Konica Minolta Business Solutions as a problem solver for both technical and service management issues for nearly 16 years. In early 2018, he retired from Konica Minolta as a district service manager. Before that, Edmonds had an extensive background in the office technology industry, having owned a successful dealership and serving as a service manager for multiple dealerships. In total, he has more than 40 years of experience in the technical and computer fields. Edmonds is currently consulting with dealers on strategies to improve profitability. He also writes for ENX Magazine, Office Technology magazine and blogs for The Imaging Channel. In addition, he publishes a blog for his own website, kedmonds.biz.

BTA member pricing for BTA Service Troubleshooting Training provides one year of access to the video modules and is based on the number of technicians in your company. The course is $200 for one to 10 technicians; $380 for 10 to 20; $540 for 21 to 30; $680 for 31 to 40; and $800 for 41 to 50 techs.

For more than 50 technicians, email info@ bta.org for pricing. Non-member pricing adds an additional $430 to these costs and includes a one-year BTA dealer membership. BTA members can also use their $150 educational discount received with their membership toward this course.

If your service team needs some additional help when it comes to troubleshooting, I encourage you to check out BTA Service Troubleshooting Training and sign up today. The ability to train your employees on your own time, as well as having access for a full year, is invaluable. For more information or to register, visit www.bta.org/STT. n — Bob Evans

2019-2020 Board of Directors President Bob Evans Function4 Sugar Land, Texas bobevans@function-4.com President-Elect Tim Renegar Kelly Office Solutions Winston-Salem, North Carolina trenegar@kellyofficesolutions.com Vice President David Polimeni RITE Technology Sarasota, Florida dpolimeni@ritefl.com Immediate Past President John Eckstrom Carolina Business Equipment Inc. Columbia, South Carolina johne@cbesc.com BTA East Don Risser DCS Technologies Corp.

Franklin, Ohio don.risser@dcs-tech.com Aaron Rubin Docutrend Imaging Solutions New York City, New York arubin@docutrend.com BTA Mid-America DJ Hastings Hogland Office Equipment Lubbock, Texas dj@hoglandofficeworks.com Mike Nerland Elite Business Systems Sioux Falls, South Dakota miken@elitebusinesssystems.com BTA Southeast Michael Hicks Electronic Business Machines Inc. Lexington, Kentucky mhicks@ebmky.com Adam Gregory Advanced Business Solutions LLC St. Augustine, Florida adam@goabsinc.com BTA West Dan Bombard Yuma Office Equipment Yuma, Arizona daniel@yumaofficeequipment.com Mike McCurdy Integrated Technologies Inc. Twin Falls, Idaho mikem@itechinc.com Ex-Officio/General Counsel Robert C. Goldberg Schoenberg Finkel Newman & Rosenberg LLC Chicago, Illinois robert.goldberg@sfnr.com

8 | ­w w w. o f f ic et ec hno lo g yma g.c om | F e b r ua r y 2 0 2 0

08OT0220.indd 1

1/30/20 10:48 AM

Goodbye Laser.

Hello Future.

Hello fast, cool, smart...

Hello Epson Business Inkjet.

Epson’s PrecisionCore heat-free inkjet technology delivers high-speed, high-quality business color printing with high-yield ink systems.

Heat-Free Technology

advanced technology | amazing speed | high-yield ink systems | IT admin tools

epson.com/business-printers EPSON is a trademark and EPSON Exceed Your Vision is a registered logomark of Seiko Epson Corporation.

All other product brand names are trademarks and/or registered trademarks of their respective companies.

Epson disclaims any and all rights to these marks. Copyright 2019 Epson America, Inc.

Epson ad Dec 19.indd 1 EPSON-0715-19 BIJ Hello - OfficeTech.indd 1

11/18/19 8:32 AM 11/15/19 12:33 PM

Strategies for Success: Part 1 Dealers share advice for the year ahead Compiled by: Brent Hoskins, Office Technology Magazine

W

hat do you believe will be the greatest opportunities for office technology dealers in 2020?

What do you believe will be the best strategies for success in pursuing those opportunities? Recently, Office Technology magazine asked these questions of dealers via an email survey. Following are a number of the responses received. Additional responses will appear in the March issue. Perhaps comments shared by your fellow dealers will provide some guidance to you for the year ahead.

Opportunities: It would be cliché to say that print services, network administration and large color copier/MFPs would be the greatest opportunities for dealers in 2020. I am taking a different strategy in 2020. I am working on opportunities for my employees, and their personal growth, to use their talents. I feel like most dealers have any number of employees who, given a path, can be much greater assets than either could imagine. It can be scary to open paths or responsibilities to people you do not know well enough or who do not have proven results in new areas.

Strategies: I believe it starts with new interviews of your employees based on where they are now and what truly interests them. They might/will surprise you on what they know and can do. I am still working on a two-man-team concept of sales and service working more closely together in key accounts, markets or products. Then, have a compensation package to meet specific goals. I do not believe it should be made up of a few hundred bucks on a paycheck. It needs to be different: concert tickets, beach trips for their families, ski trips, etc. They will tell you what gets them excited or motivated during their new interviews. Use these things to create a bond between you and your employees on an individual basis. So, I am investing in my people to grow their talents and knowledge. They will find the paths to succeed.

One of the side things I did was take each of my employees

and a guest on a trip to the Bahamas, all-inclusive. I worked it out where we could write it off and spend three days in paradise in the dead of winter. It created immeasurable unity for our company. Some members of the group had never flown or been out of the country before, or had never flown together as husband and wife. It was amazing.

I am sure every dealership has put its personal touch on its employees’ lives. I just want to do it better in 2020.

A few things that keep me up at night: cyberattacks, data security and keeping the bad guys out of our systems and our customers’ systems. I guess this is a growth area if you want a traditional product to expand a dealership’s product offerings.

Tim Jett, owner Jett Business Systems Inc., Shreveport, Louisiana Opportunities: The year 2020 offers tons of opportunities in many areas. The same opportunities we have all mentioned before, such as production print, MPS and solutions, remain valid. Of these three, I would say solutions is the biggest opportunity for any size dealership.

Solutions are probably the missing piece of the puzzle to change the parameters of the sale and create more of a difference and margin for your dealership. The great thing is any size dealership can participate without huge investments.

Strategies: The way we have found to gain traction with any initiative with our sales team members is to make it worth their effort. Compensate them!

If you are planning to make it work with document solutions, it will have to be part of your overall compensation plan, including quarterly bonuses, President’s Club, quota credit, etc. Every dealership has a different way of compensating its sales team, so look at your plan and put the hooks in place to entice the behavior you need to be successful.

There also needs to be a qualified specialist on the team to make sure you have the expertise to put a solid program

10 | ­w w w. o f f ic et ec hno lo g y m a g.c om | F e b r ua r y 2 0 2 0

Cover Story Feb 20.indd 1

1/30/20 11:19 AM

AUTOMATE ORDERS AND GET BACK TO SOMETHING MORE PRODUCTIVE.

INTRODUCING barcodeSELECT A new, automated, hands-off approach to managing critical label and wristband replenishment for select Zebra printers.

• Improved customer service levels • Reduced admin burden • Repeat high-margin business • A scalable solution sale • Visibility to hardware refresh opportunities Your customers in healthcare, T&L, manufacturing and retail will save time and money with barcodeSELECT.

CONTACT SUPPLIES NETWORK TODAY TO GET STARTED. Supplies Network ad Feb 20.indd 1

Jay Schofield Business Development Manager, Thermal & Barcoding

877-353-6548 1/13/20 4:05 PM

together for your customers. With these things in place, you will see your document solutions sales take off and overall margins increase as you solve workflow problems, not just print/copy problems.

Tim Renegar, president Kelly Office Solutions Winston-Salem, North Carolina

copier/MFP team. Compensation plans that provide for lead sharing between copier/MFP and IT reps will help foster the team attitude and lower the resistance to having the IT team out there calling as well. Finally, hunting in your current client base will allow for warmer calls and more rapid sales cycles.

Identify the best fit for your organization, choose your partners, then go hunting for wallet share with your current customers. Good luck and have an outstanding 2020.

Erik Crane, president & CEO CPI Technologies, Spring field, Missouri

“Whether it is managed IT, MPS, digital signage, office security or something else, offering more than just a ‘copier’ is key for a dealership to remain viable ... ”

Opportunities: I believe the biggest opportunity in 2020 and moving forward will be as an MSP [managed service provider] in the SMB space. As multiple technologies converge in the office space, SMB customers especially will be looking for someone to manage them (i.e., the MSP).

Take, for instance, a simple connection between voice, data, print/scan and display, bundled together acting to facilitate a collaborative meeting — multiple technologies working together, supported by a single provider. That is a simple example, but as the office becomes more connected, SMBs will need trusted partners to help them manage everything related; you know, the internet of things (IoT). I see it as an opportunity to sell multiple products, all with recurring SLAs, eventually bundling them like a seat-based-billing scenario. After all, that is the type of customized billing our channel is known for.

Strategies: The best strategy is to start with the network, model IT like our existing print business and start with MNS. It has been said many times: “He who owns the network decides what hangs on the network.”

Joe Reeves, president & CEO Smile Business Products, Sacramento, California

Opportunities: There are many areas for dealers to focus on in 2020, however, I feel the continuing challenge of diversifying product offerings remains highest. Some dealers are pursuing managed IT, while others are focusing elsewhere.

Managed IT is a good fit for many legacy MFP/MPS dealers, as they typically have relationships with the IT departments in their existing client bases. There are also a multitude of partners out there to join forces with to bring this offering to your clients. Whether it is managed IT, MPS, digital signage, office security or something else, offering more than just a “copier” is key for a dealership to remain viable in the future.

Strategies: Choosing the ancillary products that best fit your company, culture, talent and market are very important. Venturing outside your core competencies can become costly very quickly. At CPI, we have chosen managed IT and partnered with Collabrance and Continuum. We also provide MPS, interactive displays, workflow software, etc. Having a dedicated team to handle these sales is also important if you are not seeing the activity desired from your current

Opportunities: Our areas of greatest opportunity for 2020 look like a repeat of 2019 — MPS and business process software. We continue to see annual growth rates of 20%plus in these managed services offerings and will maintain a primary focus on them.

Strategies: What has worked for us in the past is to remain laser focused on these two areas. We begin an engagement with managed services; this is not a printer/MFP discussion, but rather a discussion on visibility to your networked output devices; cost containment/reduction; security around endpoint devices; using a single-service provider; etc. We continue with a discussion on the digitization of information and the critical impact it has on a business (i.e., FTE reduction, security, mobility of access and more, depending on the company’s mission-critical initiatives).

We support these efforts with webinars and case studies.

Tom Minuti, general manager Copy Products, Upper Darby, Pennsylvania Opportunities: Wide format, IT services and production MFPs. Strategies: Prospecting your current client base.

Dan Detrick, vice president CopyLady Inc., Fort Myers, Florida Opportunities: MNS, solutions and production print.

Strategies: First, become more aggressive in everything you do with your company. Acquire an MNS company or start one from scratch. Recruit and hire a solutions specialist and a production print specialist.

Dean Boring, president & CEO Boring Business Systems Inc., Lakeland, Florida Opportunities: Vertical market apps, managed IT and VoIP will be the great opportunities for dealers in 2020. We have seen significant demand and growth in these areas

12 | ­w w w. o f f ic et ec hno lo g y m a g.c om | F e b r ua r y 2 0 2 0

Cover Story Feb 20.indd 2

1/30/20 11:10 AM

Give your customers what they are looking for.

Secure documents and smart digital workows set a new pace for worker productivity and business performance, and you control 100% of the relationship.

Join the 50+ successful BTA dealers that are improving their revenue stream with a trusted and proven DocuWare partnership.

Contact: mary.williams@docuware.com 845-999-6743

www.offi cetechnol ogymag.com | F e b ru a ry 2020 | 13

Docuware - ProFinance ads Feb 20 copy.indd 1

1/28/20 10:28 AM

and we believe it will continue well into for the dealer who knows what to look “ ... More and more 2020 and beyond. for and how to address the needs that Strategies: Partnering with the right are there. accounts are looking technology partners is essential. We With that said, we in the print infor help with have been through a few to find the right dustry continue to battle the pressures cybersecurity and fit, but when you do, it makes the process of reduced margins on both hardware network services, of learning that side of the industry and and service. Competition has proven which seem to be great its components much easier. Do not be once again to be good for the condiscouraged if you hit a few bumps in sumer, but what that does is force the fits for our industry.” the road. There is a process of learning; it dealer community to search out ways takes patience and hard work. to backfill the eroding margins in the Adam Gregory, president ever-changing industry. We have found that the best stratAdvanced Business Solutions, St. Augustine, Florida egy to combat that erosion is to dig deeper into network support. We in the print industry have figured out quite Opportunities: Strengthening our IT footprint in our well how to support the business community through sales markets will be our biggest focus in 2020. With security top and monthly service. Everyone needs these services, and of mind for most business owners and cybersecurity crime we in the office technology industry have figured that out increasingly in the news, we believe that this is the right and have the necessary resources to deliver better than any time and a great opportunity for our IT division to provide VAR that is out there trying to provide break/fix services to higher security offerings to our clients. the business world.

Strategies: We held two half-day cybersecurity summits Strategies: The best strategy to provide the services last summer in our corporate home city with industry and mentioned above is to first understand what is needed, deDepartment of Homeland Security speakers. It was a huge termine if you are going to get into the “game,” put a wellsuccess. We will focus on planning other summits at our thought-out business plan together, dedicate the resources branch locations this year, as well as offer cybersecurity and then jump in with both feet. Both areas mentioned insurance and higher security packages to our contracted above, MPS and MNS, are a little different than the tradiclients through our partnerships with GAP and Continuum. tional MFP business, but they are close enough that you will Going forward, we will also be hiring higher-level engineers have a competitive advantage over others that may try to and providing enhanced security training for those already get into those spaces. When you know what to expect and onboard that can focus on these important areas. you have committed the required resources, you can fairly Dawna McCabe, president & CEO easily predict when your investment will pay off.

Century Business Technologies, Topeka, Kansas For both business opportunities, I do not want to come across like I am oversimplifying them, but, at the same time, Opportunities: I believe that there is a lot of MPS still these specific opportunities tend to get overthought and out there. With that said, more and more accounts are look- overanalyzed to the point that action is never taken. Do not ing for help with cybersecurity and network services, which be that guy. seem to be great fits for our industry.

John Eckstrom, president Strategies: When it comes to network services and cyCarolina Business Equipment Inc., Columbia, South Carolina bersecurity, you need to partner with a company that already has the programs in place. For MPS, Clover Imaging Opportunities: In the new year, I believe production, Group has the right people and programs to help us get managed services and managed print still offer growth more of that business. opportunities for BTA Channel dealers. I feel that dealers Chip Miceli, president must continue to move their businesses more to servicePulse Technology, Elk Grove Village, Illinois oriented platforms in which they serve their customers in a variety of areas beyond the traditional core business and Opportunities: As has been the case for a few years now, box mentality. managed print services (MPS) and managed network serStrategies: The dealers who cannot make the investments vices (MNS) should offer office technology dealers the great- or do not have the personnel to move in this direction should est opportunities. It is almost comical how we hear of the begin looking for plans to either acquire the resources or closing window for managed print, but anyone who is truly be acquired. The ability to cross-sell into these areas is the in that space knows that there still is plenty of opportunity best approach to be successful. In most cases, specialists or 14 | ­w w w. o f f ic et ec hno lo g y m a g.c om | F e b r ua r y 2 0 2 0

Cover Story Feb 20.indd 3

1/31/20 8:34 AM

Techology and Innovation: A Winning Combination Precision Packaging Series 675i HIGH-QUALITY DIGITAL CORRUGATED PRESS The PKG-675i printer allows you to print rich graphics on corrugated packaging so you can capture the short-run market, affordably and economically. It prints on a wide range of media, from flat boards to pre–die cut folded and glued boxes.

Recently Introduced at Printing United

MFX i-Series MFPs Born from our desire to rethink the role of multifunctional printers in business, our nextgeneration technology seamlessly connects your dynamic environment. Simply and securely bringing together people, places and devices to embrace the way you work. Improve communications and productivity, streamline processes, make better decisions and, ultimately, enable smarter business.

The New i-Series Coming Soon Precision Label Series 475i HIGH-QUALITY DIGITAL LABEL PRESS

Muratec America, Inc. 14800 Landmark Blvd., Suite 720, Dallas, TX 75254 www.muratec.com • 469.429.3300 ©2020 Muratec America, Inc. All rights reserved.

PLS_OT BTS Ad_Jan20.indd 1 Muratec ad Jan 20.indd 1

12/20/19 10:07 8:57 AM 12/20/19 AM

Since 1985

Your Prime Source TE L : 8 0 0 . 7 2 9 . 8 3 2 0

C

FA X : 8 0 0 . 8 2 9 . 0 2 9 2

SPECIAL PROMOS JOIN THE COPYSTAR SMB BUSINESS DEALER PROGRAM! • Superior Hardware Technology • Customized Business Applications

M2040DN M2540DW

M2635DW M2640IDW

B&W Copy, Print, Color Scan, w/ Network, Duplex, Fax (Option on M2040dn)

B&W Copy, Print, Color Scan, with Network, Duplex, Fax

• 42ppm (M2040DN) • 37ppm (M2540DW) • 350-Sht Paper Capacity • 50-Sht DSDP

• 42 pages per minute • 50-Sheet ADF (M2635DW) • 50 Sheet DSDP (M2640IDW)

M2040DN

M2540DW

Rebate

Rebate

260 $295

$

M5521CDW M5526CDW

M2635DW

M2640IDW

Rebate

Rebate

• 600 x 600 dpi Resolution • 20 Secs or Less (Warm Up Time) • 600 Sheets Std. Capacity • 1GB Memory

P5021CDW P5026CDW

Color Copy, Print, Scan w/ Color Printer w/ Wireless Network, Duplex, Fax Network, Duplex • 22ppm (BW/Clr) (5521CDW) • 27ppm (BW/Clr) (5526CDW)

M5521CDW

• 22ppm (BW/Clr) (P5021CDW) • 27ppm (BW/Clr) (P5021CDW) • 512MB Memory

M5526CDW

220 310

P5021CDW

P5026CDW

$

$

$

Rebate

Rebate

Rebate

Rebate

CS-2553ci

• 25 pages per minute (BW/Color) • Dual 500 Sheets

E PACKAG

DEAL!

$

1750 Rebate

7” LED

M4132IDN

Rebate

Rebate

E PACKAG

865 $1100

DEAL!

CS-308ci CS-358ci

Color MFPs w/ Network, Duplex, Fax (Option) • 32ppm (BW/Clr) (CS-308ci) • 37ppm (BW/Clr) (CS-358ci)

E PACKAG

DEAL! CS-308ci

$

CS-358ci

Rebate

M3655IDN

M3660IDN

Rebate

Rebate

Rebate

Rebate

• 600 x 600 dpi Resolution • 30 Secs or Less (Warm Up Time) • 600 Sheets Std. Capacity • 1.5GB Memory

• Up to 62ppm • 600 Sheet Capacity • Internal Finisher & Stapler (M3860idnf)

Rebate

E PACKAG

DEAL!

Rebate

CS-356ci CS-406ci COPY SCAN PRINT FAX* • 600-Sheet Cap. • Wireless Print/Scan • AirPrint Capability

M8124CIDN

Rebate

M3860IDN

M3860IDNF

$

Rebate

Rebate

Rebate

•2 •2 S Ca 1-S By

$

Up to

695

Rebate

LB LB

La Du

•3 (1 •4 (2

7” LED Touch Panel

CS-3212i

P2040DW

• 32 pages per minute • Dual 500 Sheets • 33.6 Kbps Fax (Option)

• 40 pages per minute • 250-Sheet Tray

LB

B& w/

•4 •5 M

145

$

AirPrint

M8130CIDN

B&W MFP w/ Duplex & Network, Fax (M6630/ 6635CIDN only) • Up to 37ppm (BW/Clr)

1125 1600

$

M6235CIDN M6630CIDN M6635CIDN

B&W Copy, Print, Scan w/ B&W Printer with Printer Ntwrk, Fax (Option) Network and Duplex

37/42ppm Color MFP Systems

800 $1280 $1560 $1465

Rebate

M3645IDN

B&W MFP with Network, Duplex, Fax

M8130CIDN

• 57ppm (M3655IDN) • 62ppm (M3660IDN)

500 $570 $690 $1250

24/30ppm Color MFPs

$

M

B& Sc

M3145IDN

$

M3860IDN M3860IDNF

M8124CIDN

AirPrint

B&W MFP with Network,Duplex, Fax

Touch Panel

M8124cidn M8130cidn

$

M3655IDN M3660IDN

7” LED

Touch Panel

130 210 1560 1465

$

Color Copy, Print, Scan w/ Ntwrk, Duplex, Fax (Opt)

• 47 pages per minute

M4125IDN

$

AirPrint

B&W Copy, Print, Color Scan with Network, Duplex

25/32ppm B&W MFPs

• •

• Customer Support Hotline • Technical Support Hotline

M3145IDN M3645IDN

M4125idn M4132idn

180 $310

$

• Online Sales Training • Online Service Training

S

E PACKAG

DEAL!

PACKAGE SPECIAL! $ DP-5100 (PACKAGE 1) DP-5110 (PACKAGE 2)

1620 Rebate

Rebate

P2235DW 37 B&W Printer w/Duplex & Network

l Specia $110 ! le Sa Rebate

All supplies & Parts available for prompt delivery!

BTA Office Technology | www.bta.org

NuWorld ad Feb 20.indd 1

All prices, rebates, and availability are subject to change without notice. Please call us to confirm.

Nuworld is not responsible for typographical errors or inaccurate specifications. Registered trademarks are properties of their respective owners.

1/27/20 4:47 PM

All Nuw

e

int

0

rm. ers.

Copiers • Printers • MFPs • Faxes • Scanners E m ail : i nfo@nuw orl di nc. c om

O rd e r O n lin e ! w w w. nuw or l di nc .c o m

Blind Drop Shipping

Same Day Shipping

REBATE SALE! SIGN UP TO BECOME A CANON 3P PREMIER PARTNER & GAIN THESE ADVANTAGES: • Quarterly Performance Bonus • Lucrative Instant Rebates

MF236N

B&W Copy, Print, Fax, Scan, Duplex, Network

• 24ppm • 250 Sheet Cassette, 1-Sheet Bypass

BIG

SALE!

LBP162DW LBP226DW

• Bid Support Pricing • Demo Program

MF445DW MF448DW

B&W Copy, Print, Fax, Scan Dplx & W-Network

• 40ppm • 350 Sht Cap. • 1GB Mem.

100 3P REBATE

(MF448DW)

MF448DW

LBP6030W LBP6230DW

Laser Printers with Laser Printers with Duplex, Wireless Network Duplex, Wireless Network • 30ppm (162DW) • 40ppm (226DW)

• 19ppm (6030W) • 26ppm (6230DW)

$

40

BIG

REBATE

SALE!

LBP162DW

LBP312DN

LBP351DN LBP352DN

B&W Laser Duplex Printer w/ Wireless Network B&W Laser Duplex • 45 pages per minute Printers w/ W-Network • 550 Sheets + 100-Sheet MPT

BIG 3P SALE!

Exclusive!

• 58ppm (351DN) • 65ppm (352DN) • 1GB Mem.

130 $155

$

REBATE

D1620 D1650

REBATE

LBP351DN LBP352DN

• 45 pages per minute • 1GB Memory • 550 Sheets + 100-Sheet MPT • 33.6 Kbps Fax Super G3 (D1650)

B&W Copy, Print, Fax, Scan, Duplex, Wireless Network

150 175

$

$

REBATE

REBATE

D1620

D1650

MF810CDN MF820CDN

• 30ppm • 50-Sheet • 250 Sheets, DADF 1-Sheet MPT (MF269DW) • 35-Sheet Simplex ADF (MF264DW, MF267DW)

MF735CDW

Color Copy, Print, Scan, Fax, Duplex, W-Network

• 28ppm (BW/Color) • 250-Sheet Cassette, 50-Sheet MPT • 1GB Memory (Shared)

Color Copy, Print, Fax, Scan, Duplex, Network

• 26ppm Color/BW (MF810Cdn) • 36ppm Color/BW (MF820Cdn)

• 28ppm (BW/Clr)

Exclusive!

(MF820CDN)

(644CDW)

375 200 REBATE $

$

REBATE 810CDN

820CDN

(MF745CDW)

REBATE

REBATE

644CDW

741CDW

Color Copy, Print, Scan, Fax, Duplex, W-Network

BIG 3P SALE!

Exclusive!

LBP654CDW LBP712CDN

Color Laser Duplex Printers with W-Network

• 22ppm (BW/Clr) (622CDW) • 28ppm (BW/Clr) (654CDW) • 28ppm (BW/Clr)(664CDW) • 40ppm (BW/Clr) (712CDN)

3P

• 28ppm (BW/Color) • 1GB Memory (Shared) • 33.6 Kbps Super G3 Fax

Exclusive!

80 $100

$

Color Laser Duplex Printers w/ W-Network

Color Copy, Print, Fax, Scan, Duplex, Network

3P

(741CDW)

LBP622CDW LBP664CDW

MF743CDW MF745CDW

MF264DW.....$55 REB MF267DW.....$45 REB MF269DW.....$60 REB MF269DWVP.$80 REB

MF644CDW MF741CDW • 22ppm (BW/Clr)

3P

• Pre/Post Sales Support • Assigned Canon Sales Specialist

MF264DW MF267DW MF269DW/VP

B&W Copy, Print, Fax, Scan, Duplex, Network

$

Exclusive!

• CFS Leasing Opportunities • imageCLASS Resellers Website

3P

Exclusive!

150

$

REBATE

MF745CDW

Exclusive!

(LBP664CDW)

80

$

70

$

90

$

60

$

REBATE

REBATE

REBATE

REBATE

622CDW

664CDW

654CDW

712CDN

Parts Order Hotline: 562.977.4949 All prices, rebates, and availability are subject to change without notice. Please call us to confirm.

Nuworld is not responsible for typographical errors or inaccurate specifications. Registered trademarks are properties of their respective owners.

NuWorld ad Feb 20.indd 2

NBS / BTA | February 2020

1/27/20 4:48 PM

subject-matter experts will be needed to we have helped other businesses with “The reality today support the general sales teams. We have similar challenges. We cannot assume reached a time in the industry where spethat our customers and/or prospects is that you must offer cialization has become extremely imporknow that there are solutions for their a print management tant as we manage an account and begin pains. We have to be proactive and show offering with a real to offer products and services that go them that we are a trusted advisor and and impactful electronic wider and deeper into the account. As we expert to them. content management approach the level of becoming a trusted Kevin Oberman, vice president of sales advisor and not just a vendor, we reach a Copiers Plus Inc. offering ... ” point where we produce true value and Fayetteville, North Carolina price becomes less important. There are great opportunities out there for the BTA dealership that has Opportunities: I believe that the greatest opportunithe technology and resources to offer, and customers that ties in office technology for dealers will be software and IT will pay for these items. services, and combining them with the office equipment we Hunter McCarty, executive vice president currently sell and service.

RJ Young Co., Nashville, Tennessee Strategies: Becoming the customer’s expert in these fields, and showing concern for their business success and growth.

Opportunities: MPS. There are still many companies Dan Castaneda, general manager that are not engaged in MPS programs. Most IT departInternational Copy Machine Center, El Paso, Texas ments want the printers off the table and want it outsourced.

Strategies: We used to let all reps sell MPS, but have Opportunities: I still believe that the single greatest opfound that some get slowed down and disengaged because portunity is in MNS. of the longer selling cycle. We have now assigned one of our Strategies: To start out, partnering is the easiest. However, seasoned reps to follow through, from process to close. The the best bet is learning the trade and weaning yourself off the MFP rep is still engaged by having to get the MPS/solutions partner as soon as you can. I also found that not trying to run rep a minimum of two appointments each month, and he (or my MNS company with the same ERP that I use to run my ofshe) brings the MPS/solutions rep in as part of his monthly fice products company was helpful. I have spoken with other quota. We are finding this is allowing us to get deeper into dealers who have managed to integrate the two and claim the accounts. that it works well. However, I found it much easier to sepaTom Ouellette, president rate the two offerings into distinct companies, because it was Budget Document Technology, Lewiston, Maine easier to see where the money was coming and going than it was for me using my standard office products ERP. Opportunities: Production print and specialty printing Dan Bombard, owner/general manager (foil etc.).

Yuma Office Equipment, Yuma, Arizona Strategies: Being able to provide specialty equipment with local service.

Opportunities: Print and content management.

Richard Piechocki, president Strategies: The reality today is that you must offer a print Digital Business Solutions, Fort Smith, Arkansas management offering with a real and impactful electronic content management offering; larger customers are now deOpportunities: Managed print and software integration. manding this as a “must” going forward. I would love to talk We have many current accounts that need our services in this to any dealer about this, if there is any interest. This is the area, along with prospects. We have to be proactive and let number-one opportunity, given that it has become a stratthem know during our account reviews with the C-level how egy for all your business customers. we have helped other companies with similar challenges. In Jeff Cousins, president most cases, we must probe for pain that they may not know Kraft Business Systems they have and expose it. It is all about asking the right quesKentwood, Michigan n tions and being a resource that can.

Brent Hoskins, executive director of the Strategies: First of all, educating our salespeople on Business Technology Association, is editor managed print and solutions, and how they solve customof Office Technology magazine. ers’ and prospects’ problems. Also, prospecting and having He can be reached at (816) 303-4040 reviews with customers with compelling stories about how or brent@bta.org.

18 | ­w w w. o f f ic et ec hno lo g y m a g.c om | F e b r ua r y 2 0 2 0

Cover Story Feb 20.indd 4

1/30/20 11:10 AM

Workflow-Oriented Services The next logical step, given today’s portfolios by: Dennis Amorosano, Dendog Strategy Insights LLC

I

t was nearly 30 years ago that I left the relatively stress-free world of no responsibility, also known as college. I entered the workforce at a time when there was a major upheaval occurring in the technology industry (or what some refer to as the information communications and technology [ICT] industry). If you can believe it, the world of business productivity was going to be turned on its head due to the introduction of the Intel 386 processor. At the time, the company I worked for, NCR, was touting something it called “open cooperative computing” — a vision that projected a world of client/server systems architectures with loosely coupled processing power based on the Intel x86 chipset, and software that would be based on standards and intercommunicate.

In a world of centralized computing dominated by the IBM mainframe, the thought that this vision would actually take hold and rapidly become the standard was a bit difficult to believe. However, this is exactly what happened and the explosion in applications aimed at worker productivity leveraging this distributed processing power began. As a sales associate selling to major accounts, it was amazing to see the speed with which customers adopted this newfound, distributed computing power. IBM was on its heels and companies like Compaq, HP and Dell began to claim a stake in the emerging desktop PC and server market — a stake that remains strong to this day.

Fast forward to today and we have seen enormous advancements in technology (both hardware and software), and not just in the ICT industry. We have also seen major advancements in the office technology industry, an industry that I migrated to some 25 years ago. With the shift from standalone office technology to digital, connected systems coupled with office productivity software, there is no doubt that today’s businesses are highly efficient compared to those of the past. Of course, we can debate which industry has delivered more productivity over these 30 years; that would no doubt be a nice discussion for a future article.

Despite all of the gains in productivity delivered by

changes in technology and workflows, why is it that most business processes are still mired in manual tasks? Why is it that, in many workflows, we are asking college-educated workers to copy data from one format to another? Is this really what they went to school to learn?

While there can be no doubt that today’s workers are more productive than those of the past, I would contend that most businesses and business processes are still less productive than they could be. Worse yet, businesses are paying individuals to conduct mundane tasks in most business processes instead of paying them to drive real value to their organizations through creativity and innovation.

But no worries; artificial intelligence (AI) and machine learning are going to fix all these problems, right? There is little doubt that the infusion of AI and machine learning into today’s business processes will deliver improvement, however, while these technologies, by any measure, will have a dramatic impact on workflows and the way we conduct business, a lousy business process is lousy. Inserting AI is not going to fix that. So, what should business leaders do? And what about the office technology providers that serve them?

The answer is right in front of us. The subject-matter experts business leaders need are within their organizations.

They also happen to come with the institutional knowledge of existing business processes. By the way, they know their business processes are lousy, but they do not want to hurt management’s feelings by stating the obvious. They are the perfect resources to tell their organizations what works well versus what does not work at all. Better yet, they also know how they can be more productive and are itching to do so. After all, they are tired of the mundane tasks in their normal days and would like opportunities to be more creative and to drive innovation.

An organization’s existing personnel will be all too happy to tell their managers how to remove steps in the process, raise questions about the role of paper, suggest better approval workflows and even directly design their systems so they can be more productive. www.offi cetechnol ogymag.com | F e b ru a ry 2020 | 19

Amorosano Feb 20.indd 1

1/31/20 8:35 AM

It is also an area that, given the reAnd what of office technology providquired expertise, can insulate office techers? Things here are a bit more compliIn an industry where nology providers from their traditional cated. While many office technology prorevenue and profits competitors. Who better to provide ofviders have made great strides in the areas are under continual fice technology hardware than the orgaof software and managed network service attack ... building a nization designing business workflows? delivery, there is a significant gap between business optimization In an industry where revenue and profits these skills and the skills required to help are under continual attack, and organic customers rearchitect workflows. In addipractice may just be growth is challenging to come by, buildtion to the consulting skills needed, there a core strategy ... ing a business optimization practice may are requirements for personnel with linejust be a core strategy for long-term difof-business application knowledge, workflow modeling and design experience, as well as project and ferentiation. With venture capital money flowing like water change management. Let’s not forget the emerging technolo- into the industry, there is no better time than now to take gies like AI, machine learning and robotic process automation. advantage of such capital and build a new revenue- and Should office technology providers move in this direc- profit-producing business with the promise of helping any tion? There is no question that doing so will be challenging dealership climb the customer value chain.

Although digital transformation is well underway, the and likely require further investment in new personnel and skills. However, providing business workflow-oriented ser- process is slow. While this bodes well for dealers considervices is the logical next step when considering the software ing adding these capabilities to their existing portfolios, it and network management services already resident in most raises the question: Why haven’t businesses done this sooner? Considering the huge leaps in technology over the last 30 dealership portfolios. years, the fact that many business processes are still in the Stone Age is nothing short of stunning.

As has been said, the road was paved with good intentions.

The great promise of technology in many respects has been fulfilled, while in the case of business workflow, it has yet to reach its potential. That said, with the emergence of AI, machine learning and robotic process automation, the time has never been more appropriate for organizations to embark on a systematic transformation of critical business processes.

The efforts of those organizations that have active projects underway are likely to bring them competitive market advantage and emancipate personnel from the doldrums of manual workflows. Those that do not have a plan are ideal targets for office technology providers willing to make the transition to providing business workflow services. Businesses of all shapes and sizes need help with their workflows. So, the question remains: Do you have the skills to be their provider? n Dennis Amorosano is the president and founder of Dendog Strategy Insights LLC, a management consulting firm focused on strategic planning, new business development and go-to-market execution. Providing services in the areas of strategic business planning, business development, marketing automation and technology sourcing support, Dendog Strategy Insights brings 30 years of technology-oriented experience to help clients implement strategies that yield success.

Amorosano can be reached at damorosano@dendogstrategy.com or (631) 252-0102.

Visit https://www.dendogstrategy.com.

20 | ­w w w. o f f ic et ec hno lo g y m a g.c om | F e b r ua r y 2 0 2 0

Amorosano Feb 20.indd 2

1/30/20 11:27 AM

•

Toshiba ad Feb 20.indd 1

1/27/20 3:58 PM

COURTS & CAPITOLS

Examine Your Website The ADA may require you to make changes by: Robert C. Goldberg, general counsel for the Business Technology Association

D

uring the past month, two BTA members received visits from the U.S. Marshals Service.

The U.S. marshals were serving the dealerships with summonses and complaints alleging that their websites failed to conform to federal law.

The websites had been developed to enhance the end user’s ability to order supplies, request service, provide meter readings and communicate with the dealership. An individual without a disability would have no difficulty navigating these sites. However, even though neither dealership had any knowledge that any of its customers had disabilities, the sites were not equipped for individuals with hearing or sight limitations. Furthermore, neither of the dealerships had received any complaints regarding their websites, nor requests for accommodation. As I have pointed out previously, failure to comply with the Americans with Disabilities Act (ADA) is sufficient for an attorney to proceed.

A website plays a vital role in a business. It is often the first place a potential or existing customer visits. A website projects an organization’s image and promotes goodwill, provides information about products and services, and allows for their purchase.

A website often enables job seekers to view and apply for open positions. Because of these vital roles, websites have become an increasing subject of regulation, making them a growing compliance concern. During each legislative session, new laws, regulations and requirements are enacted throughout the country.

When people think about accommodating those with disabilities, they often are drawn to situations where a person’s physical movement in a public place is impeded. Years ago, dealerships were advised to install ramps for entry, grab bars in restrooms and designated parking places. Indeed, Title III of the ADA grants disabled persons the right to full and equal enjoyment of the goods, services, facilities, privileges, advantages or accommodations of any place serving the public. Although websites were not around when the ADA was enacted, they are now, and courts are applying ADA protections to them, questioning whether websites or applications are accessible. Dealerships should consult with their web developers to ensure their websites are in compliance with disability requirements, privacy notices and information that is retained and/or shared.

The Federal Trade Commission (FTC), which enforces federal consumer protection laws — including Section 5 of the Federal Trade Commission Act (FTCA), which prohibits unfair

and deceptive trade practices affecting commerce — has been active in this area. When companies tell consumers they will safeguard their personal information, including on their websites, the FTC requires that they live up to these promises.

Businesses should review their website disclosures to ensure they are not describing privacy and security protections that are not actually in place. I have often found dealerships that have copied disclosure statements found on the internet that do not apply. Privacy policies should address how companies collect, use and share personal information. The European Union’s General Data Protection Regulation (GDPR) became effective in 2018 and reached companies and organizations globally. In general, an organization that is subject to the GDPR and collects personal data on its website must post a privacy policy on its site that sets forth the organization’s privacy practices. Most dealerships can ignore the GDPR, however, be careful if you have inquiries or sales from the European Union.

Currently, California, Nevada, Illinois and Delaware have specific disclosure requirements, with additional states to follow. Accessibility is regulated by federal law and applies in every state. The rules apply to websites as well as mobile applications.

Members should regularly visit their websites not just to add new functionality or fix broken links, but to address legal requirements. Every dealership should have a process for ensuring that its site or services meet the applicable regulatory requirements. Avoid the marshal and comply. n Robert C. Goldberg is general counsel for the Business Technology Association.

He can be reached at robert.goldberg@sfnr.com.

22 | ­w w w. o f f ic et ec hno lo g y m a g.c om | F e b r ua r y 2 0 2 0

Goldberg Feb 20.indd 1

1/30/20 11:30 AM

EDUCATION CALENDAR February 12

BTA Building My Business Webinar: “What’s Happenin’ in the Imaging Industry” In this webinar, Andy Slawetsky of Industry Analysts Inc. will address recent notable industry changes and trends. He will also provide strategic overviews of the industry’s OEMs. As a regular attendee at industry events, analyst briefings and technology overviews, Slawetsky will share his thoughts and observations on “what’s happenin’” today in the industry and the resulting opportunities being presented to the independent dealer channel. Visit www.bta.org/BMB to register.

March

13-14 Spring Break - Hosted by BTA Southeast Orlando, Florida The Spring Break event, hosted by BTA Southeast, will feature: a keynote address by Judson Laipply, a motivational speaker and dancer who created the “Evolution of Dance” viral video; six additional educational sessions led by industry leaders; time to network with peers and exhibiting sponsors, including during a reception and breaks; and a ticket to spend an afternoon/evening at the Disney theme park of your choice: Magic Kingdom, Epcot, Hollywood Studios or Animal Kingdom. BTA member dealers receive 2-for-1 registration. Visit www.bta.org/BTAOrlando to register.

18-19 ProFinance 3.0 Matthews, North Carolina (a Charlotte suburb) Over the last 17 years, the principles of ProFinance have dramatically improved the performance of hundreds of dealerships. Taught by John Hey and Todd Johnson of Strategic Business Associates, ProFinance 3.0 incorporates recent industry changes into the industry model, including benchmarks for MPS. Visit www.bta.org/ProFinance to register.

19

BTA Building My Business Webinar: “Filling Your Organization With Top Talent” In this webinar, learn the state-of-the-art tools and techniques needed to keep positions filled with talented employees. Wayne Outlaw of Outlaw Group Inc. will share today’s best practices that dealerships of any size can employ to maximize the quality of candidates sourced, determine the potential of those individuals to be high performers, and reduce the time and resources needed.

Visit www.bta.org/BMB to register.

Ongoing

BTA Service Troubleshooting Training Taught by veteran service manager Ken Edmonds, this self-paced, video-based course covers all aspects of troubleshooting, starting with what troubleshooting is and the processes that are involved.

The course consists of video modules, assessments, quizzes, written material and checklists for use in the field. The cost provides one year of access to the modules. Visit www.bta.org/STT to register.

For more information, visit www.bta.org/Education or call (800) 843-5059.

www.offi cetechnol ogymag.com | F e b ru a ry 2020 | 23

Calendar Feb 20.indd 1

1/30/20 11:32 AM

BTA HIGHLIGHTS BTA would like to welcome the following new members to the association:

Dealer Members Delmarva Document Solutions, Salisbury, MD DiMAX Office Solutions Inc., Janesville, WI iTech, Parkersburg, WV Strategic Technology Partners of Texas, Gainesville, TX Vendor Member Cranel Inc., Columbus, OH

For full contact information of these new members, visit www.bta.org.

Shipping & Freight Discounts As a BTA member, you are eligible to receive exclusive discounts and preferred pricing with UPS and YRC (formerly Yellow Transportation & Roadway Express). Whether you ship envelopes, packages, crates or pallets, these carriers can provide a solution.

Members can receive the following UPS discounts: 10% on UPS Next Day Air Early; 50% on Domestic Next Day/Deferred; 30% on Ground Commercial/Residential; International: 50% on Export/40% on Import/25% on Canada Standard; and savings begin at 75% on UPS Freight shipments of more than 150 lbs. In addition, members can take advantage of the UPS Smart Pickup service for free.

Members can also save up to 70% on qualifying less-than-truckload shipments from YRC.

For the benefit of its dealer members, each month BTA features two of its vendor members in this space.

AgentDealer is a sales force automation tool built on the Salesforce platform.

It speeds up and streamlines all phases of sales, from lead AgentDealer management to analytics and forecasting. With AgentDealer, your team can manage people and processes more effectively, pursue more business in less time and close more deals. AgentDealer comes ready to go with more than 55,000 hours of customization specific to the industry, and it can be further fine-tuned to meet your specific business processes. It can also integrate with all your other systems, like e-automate. AgentDealer is cloudbased and fully mobile so your team can access critical data anywhere, from every device. www.agentdealer.com

Visit www.bta.org/Shipping for more information.

Cranel is a distributor of document, check and print management technologies — hardware, software and services. It supports independent software vendors (ISVs), office equipment dealers (OEDs) and value-added resellers (VARs) across multiple industries. A resource and advocate to its channel partners, Cranel provides value-adds that include distribution experience, technology knowledge, commitment to service and an in-depth understanding of manufacturer business programs. https://cranel.com

For information on BTA member benefits, visit www.bta.org/MemberBenefits.

A full list of BTA vendor members can be found online at www.bta.org.

For more information, visit www.bta.org.

24 | w­ w w. o f f ic et ec hno lo g y m a g.c om | F e b r ua r y 2 0 2 0

Highlights Feb 20.indd 1

1/30/20 11:34 AM

DEALERS HELPING DEALERS

Sales Teams Have they redefined dealers’ businesses?

Compiled by: Brent Hoskins, Office Technology Magazine

F

ollowing is another of the questions submitted by a dealer member as part of BTA’s Dealers Helping Dealers resource, and several of the answers received.

These answers and many others can be found in the members-only section of the BTA website. Visit www.bta.org/Dealers HelpingDealers. You will need your username and password to access this member resource.

Has your sales team redefined who you are? Or, are you still selling the same way you did two years ago? If you have “redefined,” how so?

“We have changed our approach to more of a sales consultant approach to see how we may assist our clients, rather than just selling a product. We are now our customers’ sales consultants, listening and assisting them with everything.”

Van Seretis, managing partner Premium Digital Office Solutions, Parsippany, New Jersey “Absolutely. As Impact has evolved, our sales process and teams have evolved to sell more advanced solutions. In January 2018, we founded the Impact Leadership Institute (ILI), a corporate education department committed to developing employees through continued education and learning. We have also brought on specialists for each of our products and solutions. Sales teams are now given an added layer of support throughout the sales process.”

Frank Cucco, CEO Impact Networking, Lake Forest, Illinois “A few years ago, there was a lot of conversation regarding our industry moving toward solutions-based selling. I think that transition is now complete. The hardware, for the most part, is a commodity, especially in the A3 office equipment segment. Once an industry is commoditized, the consumer will, by default, choose the cheapest option if there are no other factors informing their decision. It is easy to say our service department (response time, first-call resolution, etc.) sets us apart, but this is an easy claim to make and it is something all dealers are likely already saying. I would not say the evolution of our sales team is complete, but we are making great strides in moving toward leading with solutions on multiple

machine placement opportunities. Solutions are more complex than hardware, as they involve much more discovery and at least a basic understanding of the IT world, but it is necessary if we are going to continue to win business. We are redefining our approach by moving the conversation with the prospect away from hardware and price, and offering an overall solution with workflow software, print management, cloud scanning and document management.”

Jessica Winter, accounting manager Copynet Office Systems Inc., Plano, Texas “We have been working on this definition for a while, shifting their [reps] mindsets of how they view themselves as sales professionals. We are doing this through being intentional in their development, from developing individual business plans and setting goals, to our weekly scheduled one-on-ones.

“This is where we’ve spent most of our energy in 2019. CBS is having a record year. Most of this can be attributed to the development of our sales force. We have focused much of our attention on having a ‘plan.’ We have also focused on the fundamentals of the sales cycle, quality levels of activity and accurate forecasting. We have grown significantly in each of these areas and we can do better. As we strengthen and continue to develop this bedrock, we will position ourselves to expand the breadth of what we take to the market.”

Dan Bowie, vice president of sales Corporate Business Systems, Madison, Wisconsin “We do not follow the traditional dealer model. We have now changed the way we sell; more like we have refined it with new print management programs, leveraging software analysis for proactive national service, even outside our service area.”

Dave Akin, president TEAM Solutions Group, Sacramento, California Do you have a question for your fellow dealers? If so, email it to brent@bta.org with the subject line: “Dealers Helping Dealers.”

BTA will then share your question with the full dealer membership with a request for guidance from your fellow dealers. n Brent Hoskins, executive director of the Business Technology Association, is editor of Office Technology magazine.

He can be reached at brent@bta.org or (816) 303-4040. www.offi cetechnol ogymag.com | F e b ru a ry 2020 | 25

DHD Feb 20.indd 1

1/30/20 11:37 AM

PRINCIPAL ISSUES

Get & Keep Top Talent The seven keys to successful hiring by: Wayne Outlaw, Outlaw Group Inc.

U

nemployment in the United States is at a 15-year low.

The rate at which people are quitting is near an all-time high. New jobs are being added at a record pace. These three factors make it extremely difficult to keep your positions filled in today’s competitive job market. But is just having each position filled enough? No. For a company to be successful, positions must not just be filled — they must be filled with top talent.

According to a November 2017 study by McKinsey and Co., the difference between the work done or the individual’s contribution by the top 1% compared to the bottom 1% in a job was dramatic. According to the study, one person in the top 1% is worth 12 in the bottom 1%. The study found that, for high-complexity jobs such as sales and management, the differential is so big it cannot be quantified.

How does this apply to office technology dealers and, most importantly, to you? In a recent survey of BTA dealers by Outlaw Group, the consensus was that an open sales territory costs $30,000 to $50,000 per month, which is no real surprise.

However, the cost is more dramatic if a territory is open longer.

Three months could cost $90,000 to $150,000 and six months could cost up to $300,000. Remember, this figure does not consider future sales, service and supplies from customers lost to competition, which, in the future, can be much more than the initial loss. That revenue loss could make a significant impact to the company’s success and to the bottom line.

Rushing to fill a position and hiring a person who does not have the capability to become a positive performer has its own cost. Filling a sales position with a marginal or bad hire can be disastrous according to the BTA dealers surveyed. They indicated the impact ranged from a low of $20,000 (if discovered and acted upon quickly), up to $150,000 if it takes longer. A marginal or bad management hire’s cost is much more, but difficult to calculate.

To understand the impact on your company, look back over 2019 to identify the open territories and how long they were open. Calculate the revenue lost each month that the positions were open and during the new-hire ramp-up period to see how much poor performance and open positions really cost you and your company.

Obviously, you cannot staff every position with a top performer. However, it is essential that you have as many top or high performers as possible and, most importantly, avoid hiring poor or bottom performers. With that range of positive or negative impact determined by your level of talent, it is a

wonder why more effort and resources are not dedicated to sourcing, selecting, hiring, developing and keeping top performers. Following are seven keys to getting and keeping top talent for your company.

(1) Approach Staffing Strategically — Use a strategic approach, not a tactical or a reactionary approach, to filling positions and allocating the effort of management and the organization’s resources. Having the top talent you need requires a level of staff effort to identify the types of positions you need, both now and in the future.

The staffing approaches indicated in the survey varied widely, from the ad-hoc approach of running an ad when a position is open to more systematic staffing plans to hire not just those with the capability of being productive today, but also those having the capability of growing and succeeding as the business gets more complex. Having and implementing a well-developed plan is good, but it is important to check or audit the plan to see how well it is accomplishing its goals. An average of only one out of five dealers surveyed indicated that they periodically check or audit their staffing efforts to be sure their resources are optimized and those hired can become long-term positive performers.

(2) Rerecruiting Your Top Performers — Competition for top talent is fierce. It is difficult to define the value of a top service tech or salesperson, much less a manager. The skills, knowledge and relationships they have are invaluable. Since

26 | ­w w w. o f f ic et ec hno lo g ym a g.c om | F e b r ua r y 2 0 2 0

Outlaw Feb 20.indd 1

1/31/20 8:32 AM

losing one can be devastating, it is wise to and their hiring experiences, because your spend effort and time rerecruiting your top potential employees are checking these Ensure you know performers to ensure they stay. sites. Before you begin sourcing talent, the knowledge, The executive interview section in the make sure what anyone sees is attractive skills, behavior, third edition of “Smart Staffing: How To to potential employees. experiences and Hire, Reward and Keep Employees to Grow (4) Develop an Effective Sourcing Sysabilities required Your Company” includes a format and tem — Whether you are hiring one or many, structure to enable the company to conidentify all the potential sources of top-qualfor a position before tinually learn how employees feel about ity applicants. Applicant sources are not you begin recruiting. their jobs, careers and what it takes to only job boards like Indeed, Monster, Ladkeep them. Top talent is always vulnerable ders, Google Jobs or social media sites such to recruitment by someone else, especially as LinkedIn, Facebook, Instagram, etc. In your competitors. our study, dealers ranked the effectiveness of job boards in the As a routine practice, continually stress the importance of following order — Indeed: 33%; LinkedIn: 21%; Monster: 17%; your employees’ knowledge, their contributions to the compa- CareerBuilder: 12%; Craigslist: 12%; and Sales Jobs: 4%. ny culture and opportunities to meet their personal growth The best recruiting source for top talent is still personal goals. Know what your employees want from their work and contact by you or your employees and their referrals. Remembe sure the company is helping them get it — or another com- ber, always be looking for your next top performer. Have each pany will. manager develop a talent prospect list of people you would (3) Clearly Define What Is Needed and Its Value — En- like to hire in the future, just as you require a salesperson to sure you know the knowledge, skills, behavior, experiences keep a list of top prospects for future customers. It goes withand abilities required for a position before you begin recruit- out saying that the sourcing process must be nimble and easy ing. Without a clear definition of what is needed, you cannot for the candidate applying, and for those implementing the make a good hire — and you cannot even decide where to look process. It must be mobile-friendly and even include commufor that next top performer. Office technology positions are nication via text messaging, especially if you are attempting changing as the industry evolves. What you are looking for has to attract millennials. to match your positions going forward.

In order to consistently recruit and stay connected with Today there are critical positions that are quite different the best potential candidates, it is important to have an orgafrom the sales and service positions of the past. For example, nized, effective and easy-to-use system to keep the informathe knowledge, skills and even the personal attributes needed tion, schedule the next steps, communicate with others and to sell and support managed network services are quite dif- track results. Very few dealers are utilizing automated appliferent from those of a typical salesperson. Do you have a clear cant sourcing or applicant tracking systems. In the past, only understanding of what is needed in each position, and have a large companies could afford these systems. Today, they are profile, benchmark or performance model and a way to accu- very affordable, even for smaller dealerships. They have the rately measure the fit of a candidate for each position? benefit of reducing the time involved in sourcing, screening, It is an applicant’s market and the competition for top tal- scheduling activities such as interviews, and reducing the ent is fierce. Determine what your ideal candidate is looking time it takes to move a person through the hiring process. for so you can position the job to enable an applicant to enviA few systems combine sourcing candidates with applicant sion achieving both personal and professional goals with your tracking and integrate tools such as applicant texting, autocompany. Make sure your job is very enticing to those you mated video screening interviews, preemployment assesswant to attract to your company. ments, background checks, and even automating hiring docA good test is to present the job to an outsider, clearly de- uments and onboarding. In today’s competitive job market, a scribing why the ideal applicant would want the position and delay or slow response is the enemy of getting the best talent. to work at your company. Have the person describe how he (or (5) Utilize Technology to Ensure Job Fit — How well an she) perceives the job, if anything is not clear and what needs applicant fits a job is possibly the most important factor in improvement for someone to be motivated to become an em- selecting top performers. Preemployment assessments have ployee. Next, have that individual look at your company’s ca- advanced significantly over the past few years, and are widely reer page and what is on your website to see if it communi- used at all position levels and by companies of all sizes. They cates why someone would want to work for your organization. range from highly targeted leadership or sales assessments to Do not forget to check social media sites (such as Glassdoor) to easy-to-use assessments for entry-level employees who must see what employees and applicants say about your company have a positive customer attitude and strong work ethic. www.offi cetechnol ogymag.com | F e b ru a ry 2020 | 27

Outlaw Feb 20.indd 2

1/31/20 8:33 AM

Very few dealers are using preemployquite different than sales skills and must be ment assessments and skills testing that learned. Managers with sales backgrounds To hire top candidates, match a position, and even fewer have valhave to be careful not to let their tendenremember that any idated benchmarks for performance modcy to sell or look for ways to make a deal to contact between els for each position. In our survey, even keep them from uncovering weaknesses or the candidate and those who are using preemployment astrying to work around a candidate’s shortyour company is, sessments were not using the information comings. Conducting an effective selection after hiring for coaching and development interview means using skills not just to unin fact, a two-way over the entire employee life cycle. Those cover the positive aspects of the candidate, selection process. in today’s workforce value the effort that but also the candidate’s limitations. companies put forth to develop the em(7) Ensure New-Hire Engagement — ployee knowledge, skills, leadership and Once you decide that you want an individmanagement skills that are required to reach their career ual to be a part of your organization, the onboarding process goals. Assessment results are not just for hiring, but are useful begins. Onboarding includes everything from the presenover the entire employee life cycle for coaching, development tation of the offer, communications before beginning work, and career planning. the reception on the first day and especially all that is done We partner with a data scientist to use machine learning to to integrate the new employee into the organization. It does continually refine and increase the value of the information not stop with integration during the first couple of days of emfrom assessments. During talent audits for our clients, we re- ployment; it extends to ensuring the new hire has the skills validate the benchmarks or performance models that are used and competency to be successful. For everyone, and especially to determine job fit to ensure they reflect the positions as they new hires, engagement is critical. are today and are predictive of future performance.

A key to engagement is the development and coaching an Recently, we evaluated a large group of a client’s salespeo- individual receives from his manager. A manager who takes ple and determined that our performance model had a 95% the time to observe an individual’s performance; gives feedstatistical confidence of being predictable in correlating the back on the performance; and provides the training and dejob fit percentage of a salesperson to his annual revenue bud- velopment needed builds not only the competence of the inget achievement. We found that every 1% improvement in the dividual, but also increases the manager’s confidence. Having job fit of those in the study resulted in a 4.7% improvement in a manager who takes the time and has the skills to coach an sales revenue budget achievement for the year. Imagine what a employee is a key element in engagement.

1%, 5% or 10% improvement in the average job fit of new hires would do in terms of future sales revenue.

Summary Since there are more than a thousand assessments availThe final numbers are in for 2019. Take the time to examable today that are used for a variety of purposes — such as ine and look objectively at your company’s current talent and training, team building and self-awareness — it is critical to system for acquiring new talent. Is it providing quality talent be sure to select one that fits its application. A preemployment when needed? If not, what changes are needed? What will be assessment must not only be predictive of a candidate’s future the benefit when the changes are made? If improvement in your performance, but it also needs to meet all four of the criteria acquisition and retention of talent is needed, begin the process defined in the U.S. Department of Labor’s “Testing and Assess- using these seven simple steps. Begin now to ensure you have ment: An Employer’s Guide to Good Practices.” the talent necessary for success today and tomorrow. n (6) Employment Interviews Are a Two-Way Street — To Wayne Outlaw, certified speaking professional (CSP) and hire top candidates, remember that any contact between the certified management consultant (CMC), is author of candidate and your company is, in fact, a two-way selection “Smart Staffing: How to Hire, Reward and Keep Top Employees process. You are not only determining if you want to hire the For Your Growing Company.” His company, Outlaw Group, individual but, very importantly, the individual is determinprovides companies with state-of-the-art tools and systems to ing if he wants to work for your company. Hiring managers ensure they have the talent needed for success. must realize that the candidate is evaluating not just the poIf you would like a tool to evaluate your talent sition, but also the interviewer, the employees met, the work acquisition and retention, email Outlaw with environment and even how people interact with one another.

“Talent Audit Checklist” in the subject line.

It goes without saying that you have to have excellent He can be reached at wayne@outlawgroup.com selection and interviewing skills to determine if a person fits or on LinkedIn at linkedin.com/in/wayneoutlaw. the job and will be successful in the position. These skills are Visit www.outlawgroup.com.

28 | ­w w w. o f f ic et ec hno lo g y m a g.c om | F e b r ua r y 2 0 2 0

Outlaw Feb 20.indd 3

1/30/20 11:54 AM

SELLING SOLUTIONS

Embrace Transparency If you do not, it will be forced upon you by: Troy Harrison, Troy Harrison & Associates

I

am constantly telling people that selling has changed more in the last 10 years than in the previous 100. Sometimes, people ask me what I mean, specifically. I explain that what has changed selling the most is the accessibility of information.

Too often, salespeople tend to look at information as a one-way street; technology has added new tools to get our message out, to prospect, to build relationships and to research customers.

What we forget is that technology is a two-way street. It also has allowed our customers and prospects to do a better job of researching us. They can check us out. They can check our companies out.

And they can check our products out — all without leaving their couches or office chairs, if they want to. What is more, not all of that information is information we can control. Nervous yet?

My selling career began in 1990. At that time — for the most part — my company and I controlled the information that was widely disseminated about us. My customers only knew what I felt like telling them about me. The messages that got out about my company and its products were those that got out through our marketing and advertising. As you can imagine, most of what got out into the marketplace was positive.

What was not positive was spread by the old “word-of-mouth” method. You know the saying: “Do something good for a customer and they will tell one person. Do something bad to them and they will tell 10.” That is not ideal, but it is not disastrous either. Although the “multiplier effect” of those 10 was often discussed (They tell 10 others and those people tell 10, etc.), in practice you had to be pretty bad at what you did to suffer serious damage to your reputation from customer service failures.

It is not that way now. Today, the person who has a positive experience will tell one person. The person who has a bad experience will do his (or her) best to tell the entire world though social media. This means that your entire operation, your customer service practices and your business practices can be laid bare to all of your customers and prospects with just a few clicks. That is not necessarily a bad thing — unless you have a lot that you would like to hide. Following are a few ways that can happen. n Online Reviews — When we think of reviews, we think of sites like Yelp and TripAdvisor. This gives some people a

false sense of security; they think that if they are not in the restaurant or hospitality industries, they are immune from reviews. Not so. Virtually any business can be reviewed on Google’s review pages, for instance, which means that if someone Googles your company, whatever people are saying there is visible. What is Google saying about you?

A while back, I was checking the reviews of a heavy equipment dealership that sold and rented equipment. The very first review was from a person who had rented a bulldozer from the company a few weeks prior. While renting, he broke a cowl light off. He anticipated that he would be billed for fixing it.

What he did not anticipate was that he would be billed nearly triple what it should have cost; in fact, he called three other dealerships to ask what replacing the light through their service departments would cost to verify the overbilling.

Here is what is worse. He rented the same bulldozer again two weeks later and the cowl light had not been fixed. So, not only was he overbilled, but the job was not even done. The dealership simply gouged him. That is out there in the world forever. Do you think that might affect the company’s rental business? I do. The moral of the story: Check your reviews. n Product Specs — Once upon a time, salespeople were the repository of all product information. If a customer wanted to know the specs on a particular product or machine, he could either go through the process of ordering a brochure (by calling or writing someone) or he could get a salesperson. It was a great time for salespeople. The only things the customer ended www.offi cetechnol ogymag.com | F e b ru a ry 2020 | 29

Harrison Feb 20.indd 1

1/30/20 12:03 PM

their company and customers. That is not a up knowing about his products and sergood idea. If you do that, be aware that you vices were the things salespeople told him.

The thing to remember are going to miss business when (and not As you might imagine, that allowed us a is that, in today’s if) people check you out. And you might be great deal of latitude. world, transparency asked some uncomfortable questions.

Now, it is not so. If you try to misquote or exists to a degree The thing to remember is that, in today’s omit information about your product, your never known in our world, transparency exists to a degree never customer can quickly pull it up on his comknown in our profession, whether you like it puter or phone and correct you. So, when profession, whether or not. There is not much that you can hide you do quote specs, you had better get it you like it or not. from your customers and prospects, so you right — or you will get called on it. might as well not even try. Remember: You n Your Own Social Media — We like to check customers out on social media, but did you ever think can either embrace transparency or have it forced upon you. n Troy Harrison is the author of “Sell Like You Mean It!” that they would be checking you out? It happens frequently. and “The Pocket Sales Manager,” and is a speaker, Whenever I send out a marketing message, I get notifications consultant and sales navigator. He helps that my LinkedIn profile is being viewed by many of the same companies build more profitable people to whom I just marketed. I have seen the same thing and productive sales forces. with salespeople who cold call. Even if a customer does not To schedule a free 45-minute accept an appointment, he will check you out. What is your Sales Strategy Review, profile saying about you? call (913) 645-3603 or Even on a business platform like LinkedIn, I see people email troy@troyharrison.com. taking stands that are controversial, posting a lot of unprofessional material and content, or even complaining about Visit www.troyharrison.com.

ADVERTISER INDEX 31 • BPO Media

31 • ENX Magazine

16-17 • NuWorld Business Systems

www.workflowotg.com / www.theimagingchannel.com

(818) 505-0022 / www.enxmag.com

(800) 729-8320 / www.nuworldinc.com

2-3 • BTA’s Spring Break

9 • Epson

13 • ProFinance 3.0

(800) 843-5059 / www.bta.org/BTAOrlando

https://epson.com/business-printers

(800) 843-5059 / www.bta.org/ProFinance

7 • Brother

32 • GreatAmerica Financial Services

11 • Supplies Network

(866) 455-7713 / https://brothersolutions.com

(800) 234-8787 / www.greatamerica.com/snappshot

(877) 353-6548 / www.suppliesnetwork.com

20 • BTA Scholarship Foundation

5 • Hytec

21 • Toshiba

(800) 843-5059 / www.bta.org/Scholarships

(800) 883-1001 / www.hytecrepair.com

https://business.toshiba.com/recruitment

13 • DocuWare

15 • Muratec

(845) 999-6743 / www.docuware.com

(469) 429-3300 / www.muratec.com

30 | ­w w w. o f f ic et ec hno lo g y m a g.c om | F e b r ua r y 2 0 2 0

Harrison Feb 20.indd 2

1/30/20 12:05 PM

www.offi cetechnol ogymag.com | F e b ru a ry 2020 | 31

ENX - BPO ads Feb 20.indd 1

1/30/20 1:33 PM

PRSRT STD U.S. Postage Paid Fulton, MO 65251 Permit #38

Office Technology Magazine Business Technology Association 12411 Wornall Road Kansas City, MO 64145 (816) 941-3100 www.officetechnologymag.com www.bta.org

NEW & IMPROVED The SnappShot mobile app makes it simple to create sales quotes and submit credit apps on-the-go!

Learn more at www.greatamerica.com/snappshot

Download or Update Today!

www.greatamerica.com 800.234.8787

GreatAmerica ad Feb 20.indd 1

1/24/20 9:57 AM