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CONTENTS Volume 26 • No. 12
FEATURE ARTICLES 10
Wide-Format Printing Have you embraced this revenue opportunity?
DEALERS HELPING DEALERS Pandemic Investments How dealers are spending their time & money
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by Brent Hoskins Office Technology Magazine
Compiled by Brent Hoskins Office Technology Magazine
Today, dealers are seeking ways to diversify, adding new products and services with an eye on capturing greater customer mindshare, loyalty, reliance and dollars. For some dealers, wide-format printing devices have helped them to widen their market share.
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The Cloud It may be the savior of the office technology industry by Dennis Amorosano Dendog Strategy Insights LLC
This article features another of the questions submitted by a dealer member as part of BTA’s COVID-19 Dealers Helping Dealers resource, and several of the answers received. These answers and the answers to many other questions can be found on the BTA website.
SELLING SOLUTIONS It Is Easy to Connect But are you really connecting?
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OEMs that are serious about innovation and bringing new value to their customers need to be thinking in terms of cloud, product architecture, artificial intelligence/machine learning and personalized experiences. The cloud is of most significance because, ultimately, it supports the others.
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Resilient Leadership Now is the time for grit & determination by Joanne L. Smikle, Ph.D. Smikle Training Services
by Larry Levine Selling From the Heart
Are we living in an anti-depth world? Technology has threatened and supplanted face-to-face intimacy. With devices in hand and fingers on keyboards, we can avoid human exchange and any potential awkwardness, fear or anxiety.
Sales Trends Here are five that you should embrace after COVID-19
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Without a doubt, this is a time when leaders have to develop and demonstrate resilience, grit and determination. As we continue to reel from the COVID-19 pandemic, leaders have to find ways to develop and demonstrate real resilience. The stressors and pressure of this time demand it.
by Troy Harrison Troy Harrison & Associates
After COVID-19, there are certain aspects of our profession that will be changed both in the short term and permanently, but these changes are not bad if we embrace them. This article lays out five key trends you should anticipate seeing in the future.
COURTS & CAPITOLS 25
Wearing Face Masks Should it be mandatory or voluntary? by Bob Goldberg BTA General Counsel
Although most dealerships are considered “essential businesses,” we are in the process of bringing employees back. Employers want to do so properly, but questions arise regarding personal protective equipment and whether it should be required or used voluntarily by employees.
D E PA R T M E N T S Business Technology Association
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• BTA Highlights
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Executive Director’s Page
8
BTA President’s Message
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Advertiser Index
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EXECUTIVE DIRECTOR’S PAGE www.bta.org/COVID-19
Thank You for Your Questions & Answers
I
f you have visited the BTA COVID-19 Member Resources page on the BTA website (www. bta.org/COVID-19), I am confident that you have found it to be a useful resource during these challenging times. The feedback we have received has been positive. We will continue to add resources to this page in the coming weeks and months, for as long as necessary. The resources page has not been fully driven by the BTA staff. That is, many of you have responded to our nine Dealers Helping Dealers surveys (to date), sent to you via email. Currently, this resource features 70 questions, all submitted to BTA by member dealers, along with the many responses received from fellow dealer members. As I write this, we are going to pause the surveys for a few weeks, as the question submissions from dealers have essentially stopped, perhaps as a result of the COVID-19 pandemic situation improving, with businesses that had been required to close now beginning to open back up. However, as the situation continues to evolve, I am certain that a new round of questions will emerge. At that time, we will resume our Dealers Helping Dealers surveys. In the meantime, please email me at brent@bta. org with any questions you would like us to include in our next survey. Below is a sampling of a recent dealer question, along with some of the responses received May 27-28. Again, for the full list of answers and a look at the many other Dealers Helping Dealers questions and answers, visit www.bta.org/COVID-19. Question: What is your outlook for 2021? What changes do you see coming? n “The economy will pick back up, but
we will probably see a 30% retraction in our traditional imaging business. We need to be helping our clients with security and print issues that will come up by having more employees working from their homes.” — Kevin McCarthy, Modern Office Methods, Cincinnati, Ohio n “We are planning for a big 2021. We are currently building a strong and knowledgeable sales team. Also looking for acquisitions.” — Stephen Valenta, OFFIX, Gainesville, Virginia n “All will be OK. We’ll work around whatever we need to keep our existing accounts and, at the same time, gain new accounts.” — Kasey Arrants, All South Copiers Inc., Kennesaw, Georgia n “I am cautious. I think it will be a slow recovery. It was too shocking and without much warning to return to normal very soon. It will be interesting to see if current customers go shopping or prefer the status quo of staying with the same vendor. I think that we’ll see more folks working from home and commercial real estate rentals possibly being under stress. Secure printing on lowend A4 devices may be an interesting development as we go forward.” — Neville Chaney, president, WJ Office, Boone, North Carolina n “I personally believe the outlook for 2021 will be very positive, especially in the IT and security spaces. I think we will see lower page volumes on maintenance agreements, lower demand for A3 equipment and continued pressure on the office technology industry. I expect there to be more demand to process documents electronically with less printing. Just look at the money the title industry is now throwing at this to make purchasing real estate done almost exclusively electronically. More consolidation is probably on the horizon as well.” — Mike McCurdy, president, Integrated Technologies Inc., Twin Falls, Idaho. n — Brent Hoskins
As long as necessary, as a means to offer assistance, the Business Technology Association is providing its members with information and counsel to help in handling the COVID-19 pandemic crisis.
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 Larry Levine, Selling From the Heart www.sellingfromtheheart.net Joanne L. Smikle, Ph.D., Smikle Training Services www.smiklespeaks.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.
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BTA PRESIDENT’S MESSAGE
It Has Been an Honor to Serve as President
O
n June 30, my service as the 85th national president of the Business Technology Association (BTA) comes to an end. It has been an honor for me to serve in this role and as a member of the national BTA Board of Directors alongside some great individuals who are all dedicated to facilitating the continual advancement of the association for the betterment of the dealer channel. It was back in 2013 that I first stepped forward as a volunteer for the BTA MidAmerica district. I received a call from BTA asking if I would be interested in serving. At the time, we had reached a point in the growth of our dealership, Function4, that we were looking at the things that were happening in our industry and asking ourselves: “Where do we go from here? How can we best stay in tune with what’s going on in our industry and even get ahead of it?” It was clear to me that serving as a BTA volunteer would not only allow me to give back to the association, but would also provide the means to find answers to these questions. As a BTA volunteer, I have had the opportunity to attend a number of the association’s district-hosted events. These events have proven to be a great source of information, providing the opportunity to learn from and network with other dealers in the industry. Regular attendance at BTA events also introduced me to a couple of peer groups that have served to help add probably $100,000 or more to the bottom line of our business. This is the type of thing that dealers don’t realize they can receive by spending time with other dealers at BTA events. Have you ever considered stepping up to
serve as a BTA volunteer? If not, I encourage you to give it some thought. It will result in you meeting, interacting with and befriending many wonderful people in our industry. So, not only will you greatly enjoy the experience, but you will also be in a position to learn from others about how to best grow your dealership. Of course, being in a leadership role within our industry’s premier organization and playing a role in maintaining the strength of the dealer community as the leading channel of distribution is an experience that I will never forget. As my presidency comes to a close, I’d like to say a special thanks to my fellow officers for this past year — Tim Renegar, David Polimeni and John Eckstrom. It has been a privilege to serve with each of you, as well as with the other members of the board of directors. I’d also like to thank the members of the BTA staff under the leadership of our executive director, Brent Hoskins, and our general counsel, Bob Goldberg. I have enjoyed working with each of you through these years and I am grateful for your collective 116-plus years of service to our association. Incredible! Certainly, at present, we are all enduring some challenging times. None of us ever imagined the realities of today. Through it all, however, we can take comfort in knowing that our association — now 94 years strong — is here for us, dedicated to providing the information, guidance and resources we all need to help us persevere. There is no doubt the dealer channel and BTA will long endure. Both survived the Great Depression, World War II and countless lesser setbacks. One day we will be celebrating the end of COVID-19, too, as we continue our journey, reaping the many rewards of the office technology industry. 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
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Wide-Format Printing Have you embraced this revenue opportunity? by: Brent Hoskins, Office Technology Magazine
T
hey are not that different than what you are accustomed to selling. After all, if yours is a traditional BTA Channel dealership, you have been selling imaging devices for years, if not decades. However, today, dealers are seeking ways to diversify, adding new products and services with an eye on capturing greater customer mindshare, loyalty, reliance and dollars. For some dealers, increasingly, wide-format printing devices have helped them to widen their market share and garner new revenue opportunities. Wide-format devices are “companions to the existing products they sell today,” says Reed Hecht, senior product manager at Epson America Inc., regarding the dealer channel. “The opportunity for dealers to expand with something that is complementary to what they already sell is unique, and it’s not a big stretch. It is not like going from selling printers to selling cars. It’s going from selling a printer to a bigger printer.” In today’s market, situations “exist where people are now looking for opportunities to go big,” Hecht says. “They are looking for opportunities to provide high-quality, in-house production of graphics, signage and the broad gamut of applications that wide format offers in an effective way. For dealers, there is clearly a revenue stream and it helps them continue that long-term relationship with the customer. So, we see Epson’s wide-format devices as another arrow in the dealer’s quiver, if you will.” Today, Epson offers 11 entry-level, mid-range and production inkjet wide-format products in its SureColor T-Series. “Two years ago, Epson had only five wide-format SureColor T-Series products,” Hecht says. “Since then, we have put an extreme focus on developing additional products to meet specific applications. We now have a broad line of products meeting every need that a customer potentially has, from the guy working out of his house to a multinational corporation that does major construction.”
Brian Balow, national vice president of sales and services at Ricoh USA Inc., similarly describes expanding into wideformat printers as “close to the core” of the imaging industry to which dealers are accustomed. “It’s not like going into IT services, which can be a big investment and a long haul for a return,” he says. “So, it is ‘close to the core,’ but, very important here, it is also a natural progression from the old to the new annuity.” Unlike MFPs, “it’s not a CPC, race-tozero click model,” Balow says, commenting on Ricoh’s inkjet industrial print/ graphic arts wide-format models. “Instead, you are selling your customers ink along the way, and substrates as well. We’re not just talking about printing on paper anymore. We’re talking about printing on anything.” Illustrating the diversity of printing surfaces, Balow shares a recent success story for one of Ricoh’s industrial print/graphic arts models, citing the example of a hospital chain that was seeking to print on metal trays used during surgeries, providing an indication of where surgical instruments need to be placed. “Out of all of the tier-one players in this space, we were the only one to get the printing to adhere and sustain the acid washing that is required after each surgery,” he says. “Everyone else’s ink washed off. So, we’ve got a real advantage right now with the adhesion of our ink.” Actually, given that it is an “ink-on-anything” market, the industrial print/graphic arts sector addressed by some of Ricoh’s wide-format products are “really more about manufacturing than just printing,” Balow says. “You can print on anything directly, not just paper. It’s metal, wood, cylindrical circles, even cement blocks — you name it.” While Ricoh offers several wide-format printers, the core of the company’s industrial print/graphics arts wideformat, flatbed technology products are its Pro TF6250 and Pro T7210 models, which have LED, UV-based ink platforms,
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of toner technology versus “providing some very signif“It’s really an integrated inkjet technology. Everyicant speeds and very high one knows that ink is very quality,” Balow says, noting portfolio of print hardware, expensive and toner is very that the revenue opportuadvanced finishing, software inexpensive. There are posinity for dealers, however, exand professional services. tive and negative attributes tends beyond the hardware. That is one of the associated with both tech“It’s really an integrated fundamental differences nologies, but there are cerportfolio of print hardwe took when we started this tainly more positives with ware, advanced finishing, line of business ... four to five years ago.” toner technology that better software and professional fit the BTA Channel.” services,” he says. “That is — Brian Balow The reason for his asserone of the fundamental difRicoh USA Inc. tion, in part, “is that the ferences we took when we dealer is able to hold on to started this line of business the toner sales — the aftermarket sales and service with [industrial print/graphic arts] four to five years ago.” Of course, not all wide-format products are inkjet. At toner products — moreso than with an inkjet product,” KIP America, all of its roll-fed, low-volume 600 Series, mid- Horn says. “Inkjet supplies are very readily available from volume 800 Series and high-volume 900 Series wide-format many resources, particularly online.” As of late, in regard to use of toner, KIP is particularly foproducts are toner-based. “We focus on our exceptionally low cost of operation,” says Tim Horn, vice president cused on the merits of its recently introduced Contact Conof sales for North America at KIP. “This is due to our use trol Technology (CCT), now available in the company’s 600
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Series. “This is an innovatechnology value proposi“Dealers will find that tion that we’re very pleased tion associated with the varwith; it will expand through ious verticals, the company they are able to place our range of products,” also walks them through the wide-format product in Horn says. “CCT controls the business proposition for accounts that they may not the placement of the toner its industrial print/graphics have been able to get into particle through direct conarts wide-format models, otherwise. Now, all of a tact at every stage of image which includes a financial sudden, they can pull in development. That ensures proforma exercise. “So, we 10, 15 or 20 MFPs right behind it.” excellent print quality and lay that out very clearly in the highest level of technical terms of what their return — Tim Horn accuracy and precision in will be and how they make KIP America every color and black-andmoney,” he says. “Again, it’s white image.” not CPC-based, but rather Whether using toner technology or inkjet, wide-format consumables on demand.” can help dealers generate revenue from print jobs beyond In terms of the profitability of KIP’s models, “our widethose of small-format imaging devices. It can also help them format devices are profitable from both the sales and serthwart competitors. “In the case of dealerships that are not vice sides,” Horn says, touting in particular the product participating in wide format, their customers are purchas- warranty offered by KIP. “Our warranty helps protect dealer ing those products from someone — often a direct competi- margins on the service maintenance agreement side, where tor,” Horn says. “I think in today’s market, most dealership it is easy for them to achieve more than 80% profitability. principals really want to serve the total needs of the cus- Margins on sales are very strong as well.” tomer. So, that’s a key benefit of wide format; they serve Hecht similarly comments on Epson’s warranty offering, their customer, not someone else.” but emphasizes the choice dealers can make. “Dealers can In addition, Horn says, while a wide-format printer can be a provide a warranty where Epson will provide service or they defensive product, it can also be an offensive product. “Dealers can provide a warranty directly themselves; so, if they have will find that they are able to place the wide-format product in enough volume and it makes sense, dealers can provide the accounts that they may not have been able to get into other- service,” he says, noting Epson’s flexibility. “Some dealers wise,” he says. “Now, all of a sudden, they can pull in 10, 15 or tell me, ‘I absolutely have to provide the service. If I can’t 20 MFPs right behind it. So, once the relationship is created service it, I’m out.’ And we say, ‘No problem.’ However, other with the customer, it also creates an ongoing opportunity.” dealers say, ‘I can’t spare a technician.’ To that, we say, ‘No What industries or environments are the best prospects problem. We’ll handle it. We have a great service program for wide format? “I would start out by saying the most ob- and some great warranties.’” vious ones — architects, engineers and construction comIs it time for your dealership to take another look at panies,” Horn says, referencing the key markets for KIP wide-format printers? Hecht suggests that dealers consider products. “Then there are opportunities in manufacturing, the product category as a means to better serve customers. utilities, government, telecommunications, energy and the “With wide format, you can now handle everything from retail market. These are some of the most basic and prima- 8.5 by 11 inches, all the way up to 64 inches wide,” he says. ry wide-format verticals where dealers are already selling “So, if you care about expanding your business and want copiers and software solutions.” to offer your customers a one-stop shop, the best way to do From the perspective of the industrial print/graphic arts that is to offer wide format yourself, because the truth is, if focus, Balow cites some additional key verticals. “Health you don’t, your customers will have to go down the street care is the number-one wide-format market right now,” he to somebody else. The simple story is this: There might be says. “If you go into a hospital system, just look around at all an investment in time, a demo unit or some minimal inof the signage and wayfinding that is going on; the amount vestment required, but it will be worth it of displays is pretty amazing. It’s the same thing with high- because you are providing your customers a er education, which is the number-two vertical. Then, of more cohesive product line.” n course, there is advertising and direct mail, which someBrent Hoskins, executive director of the times could be marketing service providers or print service Business Technology Association, is editor providers. So, those are the three big ones.” of Office Technology magazine. He can be Balow adds that while Ricoh walks dealers through the reached at brent@bta.org or (816) 303-4040. 12 | w w w. o f f ic et ec hno lo g y m a g.c om | June 2 0 2 0
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The Cloud It may be the savior of the office technology industry by: Dennis Amorosano, Dendog Strategy Insights LLC
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s I write this article, we are in the midst of one of the more challenging pandemics in our history. Of course, other pandemics make COVID-19 look like a runny nose in comparison, but there can be no doubt that the effect of this pandemic is as bad as any when considering the economic impact — not to mention the anguish for those families that have lost loved ones. Thankfully, today’s technology — in particular genetic sequencing, artificial intelligence and big data analytics, when combined with a prudent approach by government and citizens — will ultimately help humanity avert what could have been the most deadly pandemic in human history. While COVID-19 is devastating most industries, its impact on workers and employee dislocation has a considerable impact on the office technology industry. Let’s face it, the industry has been under considerable pressure to begin with. For a number of years, we have seen the industry saddled with declining average selling prices for traditional hardware, declining service revenue due to more reliable technology and price competition, and a steady decline in the number of printed pages. With a business model that is tightly linked to clicks (i.e., printed pages), industry OEMs have been engaged in waging battles to capture market share in the hope that doing so would help them outrun the challenges previously outlined. Most have not fared too well and it has been my view (even during my time in the industry) that the pace of decline in pages, sales revenue and service profit cannot be overcome by market-share capture — at least not until many more players leave the industry, an outcome that is not likely to happen anytime soon. Why, then, do senior leaders at most OEMs think they can overcome today’s industry dynamics? The general thinking has been that the industry is on a slow and steady downward trajectory. This has proven to be true. When studying industry dynamics and economic performance, while
we have certainly seen a steady decline in pages and the revenues and profit associated with equipment sales and service, we have not seen anything on the horizon that is a leading indicator that printing and the industry as we know it would fall off the proverbial cliff. Even with the proliferation of digitization and cloud content management systems, the decline in page volume has remained fairly predictable. In many ways, it has created a false sense of security within the industry that the decline can be “managed.” Also, even with advances in display technology and remote teleworking, that watershed event has been nowhere in sight. Does COVID-19 represent doomsday for the industry? When the virus has passed, will things return to business as usual? Of course, no one has a crystal ball, however, you would anticipate that when things get back to “normal” the office technology industry will once again focus its energy on trying to capture market share in an effort to stave off continued declines in the page volumes that have been the lifeblood of the industry. Make no mistake, it is not all doom and gloom. Like many www.offi cetechnol ogymag. c om | J u n e 2020 | 13
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mature industries, there are pockets of application development/hosting has growth available to OEMs. These include quickly migrated to take advantage of ... Although OEMs the production/commercial print marthe cloud. Its influence in providing the have connected to ket, 3D printing, packaging, textiles and backbone for business operations will the cloud, they are the more mundane shift to color output. only continue to grow as more applicanot fully harnessing The only challenge with these growth tions are purpose-built to take advanthe advantages of it opportunities is that virtually all OEMs tage of the cloud’s ubiquity with respect are investing in these areas. Before too to application hosting, processing power in terms of their product long, we are likely to see a commoditizaand storage. architectural designs. tion of offerings, making these markets Today’s OEMs are certainly familless attractive than they are today. Let’s iar with the cloud. Virtually all of their face it, the industry is in need of some serious innovation. products have some level of connectivity to the cloud and If we look at the industry over the last 10 years, it is dif- select cloud-based applications. So why then does the cloud ficult to pinpoint where the industry has really innovated. represent an opportunity for further innovation? Quite simYes, we have seen technology make its way into traditional ply, although OEMs have connected to the cloud, they are hardware, making it possible to connect MFPs to the cloud not fully harnessing the advantages of it in terms of their and many document-centric software applications. Unfor- product architectural designs. They are missing out on the tunately for OEMs, this is now table stakes and provides exponential growth of cloud processing power, not to menlittle ability to command higher selling prices or a unique tion the benefits related to content management and stormarket position. age. This brings us to product architecture. We have seen software become a component of most When the first MFPs were introduced, it was not enough OEM product portfolios. Again, this is a seemingly good to just integrate the four previously separate office equipdirection but, unfortunately, it is not one that is providing ment functions (copy, print, fax and scan) and call it a day. enough revenue or profit to overcome the bleeding that is How these functions would coexist needed to be considered occurring in the traditional business. Unlike the innovation and how people interacted with these systems required we experienced in the late 1990s, where some enterprising consideration. Of significant importance were processing OEMs realized that traditional office equipment would pro- power and the data-handling mechanisms to ensure that a vide better value if functionally combined, and also had the user’s experience when compared to the standalone counforesight to recognize that such technology would need to terpart was actually better. be networked and linked to software to aid in improving Was this easy? Certainly not, but the office technology business workflows, today we seem to get little in the way of OEMs drove significant innovation which, ultimately, led to innovation and more “new-and-improved” marketing hype. the systems we see in the market today. These systems not Is there innovative opportunity left for hardware manu- only support a user experience we have grown accustomed facturers with respect to today’s MFPs? Some would say to, but they have also led to these devices linking to software that ship has sailed. I would say that OEMs that plan on sur- and supporting embedded, custom-developed applications. viving should get back to innovating or their current operaWhile many of the architectural requirements in existions are likely to sink. So, where should OEMs be innovat- tence today were also in existence back then, the availabiling? What technologies are ripe for helping them create a ity of the cloud, its processing power and data-handling new competitive advantage? capabilities — not to mention its software — all represent In my view, OEMs that are serious about innovation and opportunities for OEMs to completely rethink product debringing new value to their customers need to be thinking sign. For example, is there any reason MFPs require the proin terms of cloud, product architecture, artificial intelli- cessing and memory systems inherent in each individual gence (AI)/machine learning and personalized experiences. device we see today? Does the printing function itself need Let’s take a look at each, beginning with the cloud. to reside in all devices? What about software? Isn’t today’s Of the focal areas outlined above, the cloud is of most cloud environment capable of being the hosting mechanism significance because, ultimately, it supports the others. In for the majority — if not all — of today’s typical MFP softrecent years, we have seen the cloud become the technology ware functions? infrastructure of choice for the vast majority of IT organizaWhen looked at through this lens, it is clear to see that entions. Given its ability to reduce IT infrastructure and over- terprising OEMs have the ability to dramatically alter their head burdens, its 24/7 availability and the security that has current product designs and, in doing so, eliminate many of emerged, the traditional approach to IT infrastructure and the redundancies we see in today’s technology, while at the 14 | w w w. o f f ic et ec hno lo g y m a g.c om | June 2 0 2 0
Amorosano Jun 20.indd 2
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same time driving enhanced value to the nature of any market dictates that a their customers. While this represents a large enough need will be a lure for someWhat about AI clear technology innovation opportunity one to fill that need. and its offspring, for OEMs, the business model opportuWill it be one of today’s players? Will machine learning? nities are significant and hold the hope it be a new industry disruptor? Looking Is there any doubt of eventually helping OEMs to extract into my crystal ball, one thing I am sure that this technology themselves from a business model which, of is that the future is quite cloudy. n today, is intrinsically tied to the number Dennis Amorosano is the president and has a place in the of pages printed. founder of Dendog Strategy Insights LLC, general office ... ? What about AI and its offspring, a management consulting firm focused on machine learning? Is there any doubt strategic planning, new business that this technology has a place in the general office and development and go-to-market execution. as a compelling part of the technology used by workers Providing services in the areas of strategic business planning, to work with and manipulate data and information? AI, business development, marketing automation and technology or as I like to call it, the “creator” of the future office, is sourcing support, Dendog Strategy Insights already having a dramatic impact on our daily lives. It brings 30 years of technology-oriented is only a matter of time before this technology is tightly experience to help clients implement strategies integrated into most software applications we use, and that yield success. Amorosano can be reached with some clever thinking, becomes a fully functional at damorosano@dendogstrategy.com capability available via the cloud and served up on your or (631) 252-0102. average piece of office equipment. Visit www.dendogstrategy.com. This leads us to our last area for potential innovation: personalization. The office technology industry has attempted to address some basic needs related to personalization in existing technology. Through user authentication, many of today’s MFPs are capable of serving up custom interfaces to users and, in advanced cases, can even provide or restrict functionality based on a specific user’s profile. Are these functions highly used today? Not to a great extent, however this does not mean that they are without merit. When leading the product architecture and design discussions back in the late 1990s, one thing was very clear to a number of us involved. By their nature, people are selfinterested. It does not matter the person or the culture — people want to conform technology to work in the way they desire. Designing products to operate in such a manner given the differences in individual preferences and working styles is extremely challenging. Back in the 1990s, the technology to make this possible was not commercially feasible. With the introduction of AI, machine learning and other advanced technologies, today’s landscape is different. Personalization is one of the last innovation frontiers for office technology OEMs and offers huge advantages in differentiation for any OEM that can deliver such experiences in a simple way. Will the office technology industry embark on a new path of innovation? Today’s industry dynamics would raise questions about whether industry players can make the investments needed to do so. They also raise questions as to whether there is a desire to take a new approach. Regardless of the choices made by today’s industry players, www.offi cetechnol ogymag. c om | J u n e 2020 | 15
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NBS / BTA | June 2020
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Resilient Leadership Now is the time for grit & determination by: Joanne L. Smikle, Ph.D., Smikle Training Services
W
ithout a doubt, this is a time when leaders have to develop and demonstrate resilience, grit and determination. The world is confusing and unsettling on all fronts. While “resilience” is an overused term, it is important to begin with a clear definition. According to Janet Ledesma, it is the ability to bounce back from crises, adversity, frustration and misfortune [adapted from “Conceptual Frameworks and Research Models on Resilience in Leadership,” Sage Open Creative Commons, July-Sept. 2014]. As we continue to reel from the COVID-19 pandemic, leaders have to find ways to develop and demonstrate real resilience. The stressors and pressure of this time in our lives demand it. This article details seven keys to developing and demonstrating resilient leadership and, ultimately, resilient organizations. Each of the keys is actionable. They can be implemented immediately at the individual, team and organizational levels. Leaders who implement the following seven key strategies will find they are contagious and have the potential to breathe a calm wind into a chaotic environment. Heighten Self-Awareness All development, whether individual or organizational, begins with developing a deeper knowledge of one’s self. When leaders are facing great challenges there is a profound need to create clarity about one’s core values, real purpose and deepest desires. Digging deeper to come to terms with one’s self requires time for reflection. Protected quiet time is easily lost in the whirlwind of instability. It is difficult to carve out this space, but it is necessary. Having clarity about values, purpose and desires enables a leader to take risks that are congruent with what is most important. The same applies at the organizational level. Lead the organization through the process of exploring its fundamental reasons for being. Heightened self and organizational awareness foster the ability to have well-informed turning points.
These are purposeful pivots. Deepened awareness provides valuable information for determining what needs to be shed, what needs to be adopted and which midcourse corrections are most viable. Delving into what is buried at the core of the organization surfaces strengths and weaknesses, and exposes blind spots. This is important data for charting an informed course forward. Develop Elasticity The ability to expand the repertoire of leadership skills is essential. No longer can we do what we have always done. Crises call for flexibility in thought, communication and action. But what, exactly, does that mean? It means that leaders have to develop new ways of relating to employees, customers and the very work that they are responsible for. Consider ways to approach customers and employees with compassion. This does not mean that leaders can no longer be candid, but they should use a thoughtful approach to relating to people that considers the fact that they have not been the only people impacted by the tumultuous environment we have been thrust into. Elasticity also entails the need to evaluate our business models. Build collaborative relationships to explore novel ways to sell and service that are reflective of our “new normal.” Begin by asking for input and insight from employees, suppliers, customers and colleagues outside of your industry. The perspectives you cull from multiple sources will enable you to expand the range of options for rebuilding your business. Develop & Demonstrate Unwarranted Optimism By expecting positive outcomes, leaders increase the likelihood of attaining goals in spite of profound setbacks. As tough as it is, people look to leaders to provide hope. This means communicating that the business will survive and thrive again. It means communicating messages of
18 | w w w. o f f ic et ec hno lo g y m a g.c om | June 2 0 2 0
Smikle Jun 20.indd 1
6/3/20 8:32 AM
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we can find a gift. Small gifts may be the confidence — confidence in the enteronly ones that we find, but they are gifts prise, the industry and each individual Demonstrating just the same and can be used to boost the employee. In real-time, it means having optimism means hope of your team. individual and group conversations about that you, the leader, your vision for the business after the crihave faith that the Emphasize Adaptation sis. It means creating consensus on the organization cannot Grieving the past, mourning losses fact that there are real possibilities for a and looking back are necessary to move future — albeit a new and different future. only bounce back, forward. The problem comes when you Demonstrating optimism means that but soar forward. keep your focus on the rearview mirror. you, the leader, have faith that the organiAllow time for the necessary sadness zation cannot only bounce back, but soar forward. This requires deep reflection on whether or not you and then shift your energy to adjustment. Once you are able actually believe that. If you do not, it is far better to be honest to adjust, you can adapt. Adjustment is like trying on new about intentions to close, sell, retire, merge or whatever your shoes: You wiggle your feet around to be sure they fit and true intentions happen to be. Do not create false hope. That you walk around for a few minutes. But even if they are your size, they may not fit comfortably. will be more damaging in the long run. When the initial strategies that you try post-crisis do not If you have genuine optimism, deepen it each day by reflecting on what you have learned and can teach from the really fit, it is absolutely acceptable to try the next stratecrisis. Strengthen your optimism by making time each day to gies. Once you find the strategies that fit — like the right assess and acknowledge the gifts and blessings that came as pair of new shoes — begin using them. This is where adaptaa result of the adversity. Even in the worst times, if we search, tion comes in and you begin modifying policies, practices,
20| w w w. o f f ic et ec hno lo g y m a g.c om | June 2 0 2 0
Smikle Jun 20.indd 2
6/3/20 8:32 AM
TO THE ENTIRE BTA COMMUNITY,
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procedures, services and systems to reflect your new way of being. Adaptation also means that leaders constantly look at their own behaviors to be sure they are in alignment with the adaptation expected from everyone else. Adaptation requires frequent attention to recalibration. Leaders are also responsible for making sure that, as they adapt, they also pay attention to refining all that has been modified.
Reward Hardiness Hardiness, the ability to make the best of the worst situations, is required for resilient leadership. It entails the ability to find meaning and purpose in life. This includes all the quadrants of a balanced life: family, social, spiritual and work. Notice that hardiness does not focus exclusively on work; it encompasses every area of a leader’s existence. Hardiness is developed when stressful experiences occur. Celebrate hardiness in yourself and others. Hardy leaders are believers. They believe they can positively influence surroundings, organizations and even entire industries. These leaders understand that while they cannot always influence the outcome of events, they can certainly control how they respond to those events. Inherent in being believers and influencers is the heartfelt belief that learning and growth can be the byproducts of adversity, crises and misfortune. Hardy leaders believe that growth is always a possibility — even a probability — with the right mindset. Hardy leaders demonstrate persistence and relentless determination.
Purposefully Build Organizational Resilience A characteristic of resilient organizations includes the ability to structure and restructure as needed. These organizations are nimble enough to reconceptualize the mission, allow for evolving purpose and reassess strategy. In short, they do not stay in a state of shock because of crises, nor do they remain stuck in past practices. Building a bounce-back culture begins with encouraging individual and team contributions that pull the organization through tough times. While the contributions may be small, they add up to greater success for the organization. This requires leaders to occasionally shift from the macro view to pay attention to the activities that enable survival at the micro level. Pay attention to the small victories that make organizational survival possible. Communication skills are essential in building organizational resilience. These are not phony “rah-rah” speeches to placate employees. Instead, they are clear messages that acknowledge the present and present a range of options for the future. These messages cannot be monologues; they should create dialogue and open communication in the organization. Employees should be encouraged to ask questions, and express doubts and fears. Employee voices have value and can be integrated into decisions regarding restructuring, reconceptualizing and reassessing. Wise leaders understand the value of hearing from the people closest to customers and the work, particularly during trying times.
Use Support Systems During crises, it is often tempting to believe that we are in it alone. We can isolate and create barriers between ourselves and potential allies. The realization that there are communities and support systems is one that can be an “aha!” moment for leaders facing turmoil. Consider building relationships with competitors who are facing the same threats as you. Reaching out to colleagues in the industry can create a necessary support system. Having trusted peers reduces the likelihood of isolation and offers the possibility of forming beneficial new collaborations. There are also opportunities for support systems within your organization. Leaders sometimes think they have to demonstrate Herculean strength, never showing doubt lest they be viewed as weak. Allowing a little vulnerability can actually garner more respect and allegiance from employees. They begin to see you as a human being who, like them, needs encouragement. This is another of the behaviors that, when modeled, creates a resilient culture.
Summary As organizations continue to ride tsunami-like waves that threaten their survival, it is essential that leaders at all levels develop resilience. That resilience is as important for individuals as it is for the entire enterprise. There is no escape from the disequilibrium that has now become the norm. Use these seven keys to build a reserve of resilience that puts you in position to weather the storms that keep coming. n Joanne L. Smikle, Ph.D., an authority on leadership and organization development, provides virtual and on-site services to businesses across the country. Her virtual leadership learning prepares resilient leaders for an ever-evolving world. Beyond Smikle’s consulting business, she actively serves on advisory boards and volunteers with organizations that assist poor and underserved populations. Read more of Smikle’s insightful articles at www.smiklespeaks.com.
Wise leaders understand the value of hearing from the people closest to customers and the work, particularly during trying times.
22 | w w w. o f f ic et ec hno lo g y m a g.c om | June 2 0 2 0
Smikle Jun 20.indd 3
6/2/20 3:34 PM
www.offi cetechnol ogymag. c om | J u n e 2020 | 23
NA Trading - PerformIT ads Jun 20.indd 1
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BTA HIGHLIGHTS BTA would like to welcome the following new member to the association:
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For full contact information of these new members, visit www.bta.org.
Dealers Helping Dealers Resource
Since it was founded in 1926, the primary focus of the Business Technology Association (BTA) has been to facilitate opportunities for dealers to help other dealers through the sharing of insight, ideas, strategies and experiences. This is often accomplished through attendance at BTA events and educational workshops, as well as participation in peer groups. BTA has also established a platform to facilitate bestpractices sharing with its Dealers Helping Dealers resource. BTA has solicited questions from a number of member dealership employees who were asked: “For your own benefit, what questions would you like to ask of other dealers with the hope that the answers could help you in your dealership?” To provide members a resource for future use, these answers and others can be found at www.bta.org/DHD. Do you have a question you would like to ask your fellow dealers? Visit www.bta.org/DHD to submit your question.
For the benefit of its dealer members, each month BTA features two of its vendor members in this space. Static Control is a cartridge and component manufacturer committed to providing high-quality imaging solutions. Founded in 1987 to manufacture staticshielding bags for static-sensitive products, the company has evolved to produce thousands of products for the growing imaging aftermarket, including doctor blades, OPCs, PCRs, toner adder rollers and microchips. Static Control brings the highest-value opportunities to the imaging aftermarket by delivering localized customer support and global logistics combined with a relentless pursuit of quality and expertise in cartridge research and development. www.scc-inc.com
Visit www.bta.org/DHD for more information.
Aster Graphics is a global manufacturer and distributor providing new-build and remanufactured imaging supplies. The company’s products are for use in a wide range of printing devices from companies including Brother, Canon, Dell, HP, Samsung, Xerox and many others. Aster also sells compatible label tape cassettes for Brother label printers. Its global management team is led by industry veterans, most with 20-plus years of experience in the imaging industry. With its U.S. headquarters in Southern California, Aster distributes its products nationally through a network of dealer partners. www.goaster.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 | June 2 0 2 0
Highlights Jun 20.indd 1
6/2/20 6:25 PM
COURTS & CAPITOLS
Wearing Face Masks Should it be mandatory or voluntary? by: Robert C. Goldberg, general counsel for the Business Technology Association
A
lthough most dealerships are considered “essential businesses,” we are now in the process of bringing employees back to business locations. Employers want to do so properly and employees seek assurances that their work environments are safe. Of course, social distancing must be observed and frequent hand-washing encouraged. But questions arise regarding personal protective equipment (PPE) and whether it should be required or used voluntarily by employees. The Occupational Safety and Health Administration (OSHA) has published detailed standards and guidance relating to employees wearing PPE, which includes face masks. The guidance outlines a significant difference between an employer that mandates that employees wear face masks and whether employees do so voluntarily. There is a further distinction as to whether employees are going to wear respirators, or simple cloth or surgical masks. A respirator is a device that protects the wearer from inhaling particles or other dangerous substances. Usually, it is fitted closely to the user’s face and does not allow air to flow between the sides of the mask and the user’s face. The whole idea is that the air should flow only through the mask and, thus, it filters the air. N95 masks are considered respirators. Respirators are subject to the OSHA Respiratory Protection Standards, which require respirators when “necessary to protect the health” of employees. Loose-fitting masks — such as surgical masks or the masks that individuals are making at home in response to COVID-19 — are not considered respirators because they do not filter air. Loose-fitting masks are, however, still subject to the OSHA PPE Standards, which require proper protection if it is necessary to prevent a job-related injury or impairment. There are significant differences between requiring employees to wear masks and permitting them to wear masks (even if the employer provides masks to its employees). Under the OSHA PPE Standards — which apply to all PPE, including loose-fitting cloth face masks — if an employer requires employees to wear PPE, the employer must perform a hazard assessment; consider other alternative options to protect employees (such as installing barriers between workers, or between workers and customers); identify and provide appropriate PPE for employees; train employees in the use and care of PPE; clean and replace PPE as needed; and create a plan that is periodically reviewed.
However, if the employer allows employees to voluntarily wear loose-fitting masks, none of these rules apply. Even if the employer pays for masks and provides them to employees, wearing them can still be voluntary. The employer should tell its employees, preferably in writing, that the wearing of masks is not required, but voluntary. If the masks are considered respirators and the employer requires employees to wear masks, the obligations under the OSHA rules are much more detailed and stringent, including that the employer must provide medical exams, make sure that the masks fit properly and provide training to employees. Though interim OSHA guidance encourages some degree of flexibility in the enforcement of respirator fit-testing and use during the current pandemic, if the employer permits employees to voluntarily wear respirators, it must comply only with the voluntary use requirements under the OSHA Respiratory Protection Standard. Providing employees with necessary PPE is essential in curtailing COVID-19. It is important to provide employees and visitors with safe working environments. Allowing employees to voluntarily wear masks you provide is a step in that direction. n Robert C. Goldberg is general counsel for the Business Technology Association. He can be reached at robert.goldberg@sfnr.com. www.offi cetechnol ogymag. c om | J u n e 2020 | 25
Goldberg Jun 20.indd 1
5/27/20 10:28 AM
DEALERS HELPING DEALERS
Pandemic Investments How dealers are spending their time & money Compiled by: Brent Hoskins, Office Technology Magazine
F
ollowing is another of the questions submitted by a dealer member as part of BTA’s COVID-19 Dealers Helping Dealers resource, and several of the answers received. These answers and the answers to many other questions can be found in the members-only section of the BTA website. Visit www.bta.org/COVID-19. You will need your username and password to access this member resource. What are the top three investments [in time or money] that you have made in your business during the pandemic and why? “(1) The entire company has been working remotely since Monday, March 16, and the investment we made was to ensure that all our employees have the necessary tools to work as if they were working in the office. (2) Myself and the executive management team members have been involved in discussions with other dealers, clients and thought leaders in other industries. (3) We invested in Microsoft Teams as a collaborative tool, moving us away from Zoom and GoToMeeting.” Larry Weiss, president & CEO Atlantic, Tomorrow’s Office, New York, New York “(1) Sprucing the place up a bit. (2) Purging old files. (3) Implementing a new DMS [document management system].” Bob Matthews, president Copiers Plus Inc., Egg Harbor Township, New Jersey “A new website, a new proposal deliverable and sales staff member training/development.” Dan Bowie, vice president of sales Corporate Business Systems, Madison, Wisconsin “Training, remote access and data collection.” Andrew Furda, director of service Meritech Inc., Cleveland, Ohio “Developing procedures and policies that we had been needing to get in place and had time to work on. Coming up with a wider IT offering. Working on inventory.” Earl Philpot, president Precision Duplicating Solutions, London, Kentucky
“(1) Remodeled the entry and sales areas. (2) Cleaned up and remodeled our furniture warehouse. (3) Did service manager training with BTA.” DJ Hastings, president Hogland Office Equipment, Lubbock, Texas “Making sure we got the PPP [Paycheck Protection Program] loan and making 100% payroll was our number-one goal. We felt like if we stayed 100% staffed [we could] go after a lot of market share. Second, making sure there were no hitches with our acquisition and that funding was secured. This small deal needed to be a very successful deal for us and, so far, it has been. Third, keeping our employees safe and able to work remotely. We needed to do this anyway because we had not done a good job of this necessity previously.” David Carson, president Plus Inc., Greenville, South Carolina “Implementation of DocuWare; expansion of service training for other brands and products (HP, Lexmark, Brother and production finishing equipment); and expansion of IT training.” Thomas Fimian, CEO Docugraphics LLC, Charleston, South Carolina “Our focus during this slowdown has been on process and procedure improvement. Every employee has and continues to go through an array of internal training, as well as manufacturer-based training.” David Polimeni, CEO RITE Technology Inc., Sarasota, Florida “Training, housecleaning physically and cleaning our customer database.” Herbert Richter, vice president SBM, Sterling, Illinois 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.
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SELLING SOLUTIONS
It Is Easy to Connect But are you really connecting? by: Larry Levine, Selling From the Heart
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re we living in an anti-depth world? Throughout the last couple of decades, our ability to connect with people around the world has exploded. It has never been as easy as it is right now to connect with others. What has become more prevalent is how difficult it is to truly connect with meaning, substance and sincerity. Technology has threatened and supplanted face-to-face intimacy. With devices in hand or with fingers on keyboards, we can avoid human exchange and any potential awkwardness, fear or anxiety. According to MIT professor and researcher Sherry Turkle, author of the book “Reclaiming Conversation,” devices interfere with conversations, empathy, imagination, patience, resilience, inner life and mental health. Studies show that empathy is decreasing rapidly in rising generations. Device dependency is stunting the opportunity to build human connections. Why are we feeling less connected than ever during the digital age? We are more digitally connected, but why are we so alone? If you are in sales, how many of your clients are feeling alone? How many of you are connecting the human dots? How many of your clients are feeling lonely and neglected by you? Would you even know if they were? Superficial Relationships According to The Oxford English Dictionary, “superficial” is defined as “existing or occurring at or on the surface; not thorough, deep or complete; lacking depth of character or understanding.” Let’s pause on the last word. Understanding is the key in talking about what a superficial relationship is lacking. You cannot build on and nurture a meaningful relationship with someone unless you talk about real issues and share real problems. Are you real, raw, relevant or even relatable within your client relationships? Attention to everyone in sales: Building meaningful relationships and connecting with your clients is mission critical to your sales success. As humans, we crave and value relationships. They are a part of human nature. It is wired into our DNA. The more you give, ultimately, the more you receive. Are you personally engaging with your clients? Are you authentically investing in building meaningful relationships? How much do you know about your clients? Do you know what their career aspirations are? Do you know or have a sense of what is important to them? What are their values? What upsets them?
The time is now to pull back the covers and dig below your relationships’ surfaces. Vulnerability Builds Connection Deep and genuine connection with humans is what we crave in our personal lives, but why does this become so difficult in our professional lives? In a sales world where trust is at an all-time low, it is those who are willing to love, cherish, care and show compassion for their clients who will reap the relationship benefits. We all can build true, meaningful connections, but we must be willing to overcome fear, uncertainty and insecurities, and we must be willing to accept the gift of vulnerability. How well are you connected to your authentic self? It is difficult to become vulnerable in your client relationships if you fail to become vulnerable with yourself. Bravado, brash and braggadocious mentalities set up the perception of how we should act, what we should say and, ultimately, how we should feel. It is seemingly risky to throw caution to the wind and to share our authentic selves. The Human Formula You must find a way to connect with your clients and show them why you are unique. In a sea of empty suits and ho-hum www.offi cetechnol ogymag. c om | J u n e 2020 | 27
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experiences, why should your clients connet-new business promoter and public tinue to work with you, your products and/ speaker, is the author of “Selling From the If you hunger to achieve or services? Heart” and co-host of the “Selling From true sales excellence, it Integrating compassion, caring and the Heart Podcast.” He has 30 years of cannot just be about you connectivity is jet fuel for building meanin-the-field sales experience within the B2B ... You must be driven ingful client relationships. If you hunger to technology space. In the fall of 2013, Levine by a personal mission achieve true sales excellence, it cannot just became a corporate major account rep be about you; it must be bigger than you. for an office technology industry to make your clients’ You must be driven by a personal mission manufacturer working in Los Angeles, business worlds better. to make your clients’ business worlds betCalifornia. He walked into a zero-base opportunity with no current customers and, ter. You must care intensely about, have by using the strategies explained in his book, compassion for and meaningfully connect with your clients. Levine achieved more than $1.3 million in new Your success in sales is not just about closing more deals, sales in 2014, leaving behind a $1.6-million where you sit on the sales totem pole or the size of your last pipeline for the next rep to develop. commission check; it is about how well you connect, care and He can be reached at have sincere compassion for your clients. In turn, watch what llevine@selling fromtheheart.net. happens to your relationships. n Visit www.selling fromtheheart.net. Larry Levine, a sales strategist, sales improvement coach,
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SELLING SOLUTIONS
Sales Trends Here are five that you should embrace after COVID-19 by: Troy Harrison, Troy Harrison & Associates
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xperts tell us that our recovery will be a V-shaped recovery. We are currently at or near the bottom of the V. That leaves us no place to go but up. Well, let’s start going up. There are certain aspects of our profession that will be changed both in the short term and permanently, but these changes are not bad if we embrace them. Following are five key trends I anticipate seeing in the future: (1) Use video as a substitute for phone and in-person activity. Right now, if you are selling, I would almost guarantee that you are doing a lot of it by video conferencing on Zoom, Microsoft Teams, Skype or other platforms. You might think this will be a temporary substitute for “real” selling, but you will find that some of your customers prefer this type of interaction over face-to-face or phone sales calls. This does not have to be a bad thing. Consultant, speaker and author Alan Weiss likes to say that “email is one-dimensional, phone is two and in-person is three.” Let’s call a video conference twoand-a-half dimensions; it is somewhere in between phone and in-person. It is true that when it substitutes for an in-person meeting, you lose half a dimension. But, when you substitute a video call for a phone call, you gain half a dimension. And, if you can substitute video calls for more phone calls (appointments) than you do for face-to-face calls, you can have a net gain in your sales activity. This is a good thing, so get good at video conferencing. This trend will definitely influence, if not create, the second trend. (2) Make more efficient sales calls. One side effect of the above trend is that your sales calls will become more compressed. Sales dialogues are typically shorter because a lot of the “fluff” of conversations goes away when you are on the phone or in a video conference — you will not talk as much about the weather, the game last night or other extraneous “stuff.” Instead, your customer will want you to focus on the matter at hand. You will find yourself covering the same — or more — ground in 30 minutes (or less) than you used to cover in an hour. One positive result of this could be more sales calls. If more of your appointments are video appointments, they will be shorter and you will not have to spend time driving between them. Hence, you will make more appointments per day. What this also means is that, if you are not good at the meat of sales calls (asking great questions and making great presentations), you need to get good at it. If you do not, you will not get
customer time. And, speaking of customer time and efficiency, if you are not tracking and recording your customer time, you are going to lose to people who are. To do that, you need to consider the next trend as mandatory (too many do not). (3) Use your CRM software. CRM software has been out there for decades, but I am still shocked at how many companies are not using it — or are not using it well. But now is the time. Actually, it is past time, but if you have not started using CRM software yet, do it now. CRM software facilitates communication among all the people in-house who can affect the customer experience. If you are dependent on in-person communication to make the experience a positive one, you are in trouble right now. Your customer information is the most critical and valuable asset you have — beyond your products and even beyond your people. The key is to not let the perfect be the enemy of the good. I see even small companies spending months — or even a year or more — finding “the right” CRM software; in the process, they are losing customer data. There are many systems out there that are cheap (or even free) that will allow you to be up and running with all your salespeople within days. I use HubSpot. It is free, online, and it has a really nice mobile app. You do not have to use HubSpot, but you should use something. If you decide to switch later, you can always port your data over. But if you do not have any data, you are losing sales to sales teams that do. Falling behind is going to be bad for you, because the speed of the sales world is picking up — which accentuates another trend that has been happening for a while: www.offi cetechnol ogymag. c om | J u n e 2020 | 29
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could be wrong and that one or more of the (4) We are seeing the end of the “Goodtrends will change (which I do not see hapTime Charlie.” There are salespeople out So, the most important pening). Or, it could be possible that new there — I call them “Good-Time Charlies” trend going forward trends or technology emerge. So, the most — whose sales techniques consist of tellis agility. Do not get important trend going forward is agility. ing jokes, laughing and buying things like locked into a single Do not get locked into a single approach; lunches, football tickets, etc. Those salesapproach; one of the one of the great things about selling is the people are handcuffed right now. It is difficonstant change. cult to buy lunch when you cannot get face great things about selling It is going to be a brave new world of sellto face with your customers. Tickets to is the constant change. ing after we come out of this. The key is to sporting events do not matter much when be brave and embrace the new. n you cannot actually go to sporting events. Troy Harrison is the author of “Sell Like You Mean It!” and The truth is that sales has been pivoting toward more sub“The Pocket Sales Manager,” and is a speaker, stantive and value-based selling for years and the “Good-Time consultant and sales navigator. He helps Charlies” have been losing ground for a while. Now they are stranded in the water. If you are one of them (or you employ companies build more profitable and productive sales forces. To schedule a free 45-minute one of them), it is time to change. And, speaking of change — Sales Strategy Review, call (913) 645-3603 or embrace it. Doing this requires the fifth trend. email troy@troyharrison.com. (5) Be agile. I do think the above four trends will be evVisit www.troyharrison.com. ergreen after COVID-19. There is also the possibility that I
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