JUNE 2019
VOLUME 26 NO. 6
Connecting People, Ideas and Products in the Document Technology Industry since 1994
engage ‘n exchange
Futuristic or Not,
the Next Big Thing Weighs Heavily on Minds of Office Technology Dealers
Jim Sheffield (left) and John Barbieri, UBEO Business Solutions
OUR FUTURE OFFICE ISSUE: • MANUFACTURERS OFFER GLIMPSE AT CURRENT, FUTURE OFFICE TECHNOLOGY PLATFORMS • AI AND IOT: BRIDGING PHYSICAL AND DIGITAL WORLDS IN THE WORKPLACE OF THE FUTURE BLI TESTED, DEALER APPROVED: LD PRODUCTS CHANNEL PARTNER DIVISION TAKING NEW-BUILDS TO NEXT LEVEL
UBEO BUSINESS SOLUTIONS’ QUEST TO BECOME PREMIER PLAYER FUELED BY ACQUISITIONS, VALUE PROPOSITION
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• • • • • • • • • • • • • • • •
A B Dick Office Solutions, MI A-COPI Office Solutions, ME American Copy Service Center, CT Axion Business Technologies, RI, MA AXSA Imaging Solutions, Inc. FL, GA Benchmark Business Solutions, TX & NM Brady Business Systems, MI Business Technology Partners, FL Commonwealth Technology, Inc., KY, IN Copeco, Inc., OH Copier Source, Inc. d/b/a Image Source, CA Counsel Technology, IA Dunn’s Business Solutions, MI FastForward Digital Solutions, FL Graphic Enterprises Office Solutions, OH Graphic Enterprises, OH
Michael Brigner
• • • • • • • • • • • • • • •
Janco Office Systems, CT Kenmark Office Systems MCM Business Systems, WV Mercury Document Imaging Co., Inc Midwest Automation, NE N2N Technologies Inc. IN Netwise Resources, Inc., IN Office Systems, VT Premier Business Products, MI Technocom TLC Office Systems, TX United Business Machines, NH WBS Technologies, FL XMC, Inc. TN, AL, GA, AR, MS Zymphony, FL
WE DO NOT CHANGE YOUR MARQUEE... NO EMPLOYEES LOSE THEIR JOBS AS A RESULT OF THE ACQUISITION... WE DO NOT CHANGE YOUR MANUFACTURER(S)... WE ARE NOT A PRIVATE EQUITY GROUP NOR ARE WE OWNED BY ONE...
Senior Vice President
Michael Cozzens
Vice President of Business Development
David Ramos
mbrigner@visualedge.com
mcozzens@visualedge.com
dramos@visualedge.com
Chief Strategy Officer
LET’S MAKE THE
DIFFERENCE JOIN VISUAL EDGE TECHNOLOGY
VOLUME 26 NO. 6
Connecting People, Ideas and Products in the Document Technology Industry since 1994
engage ‘n exchange
Futuristic or Not,
JUNE 2019
the Next Big Thing Weighs Heavily on Minds of Office Technology Dealers
OUR FUTURE OFFICE ISSUE: • MANUFACTURERS OFFER GLIMPSE AT CURRENT, FUTURE OFFICE TECHNOLOGY PLATFORMS • AI AND IOT: BRIDGING PHYSICAL AND DIGITAL WORLDS IN THE WORKPLACE OF THE FUTURE BLI TESTED, DEALER APPROVED: LD PRODUCTS CHANNEL PARTNER DIVISION TAKING NEW-BUILDS TO NEXT LEVEL
Jim Sheffield (left) and John Barbieri, UBEO Business Solutions
UBEO BUSINESS SOLUTIONS’ QUEST TO BECOME PREMIER PLAYER FUELED BY ACQUISITIONS, VALUE PROPOSITION
In This Issue
24
DEALER SPOTLIGHT
UBEO Business Solutions’ Quest to Become Premier Player Fueled by Acquisitions, Value Proposition By Erik Cagle
16 STATE OF THE INDUSTRY
Futuristic or Not, the Next Big Thing Weighs Heavily on Minds of Office Technology Dealers By Erik Cagle
32 ROUNDTABLE
Manufacturers Offer Glimpse at Current, Future Office Technology Platforms By Erik Cagle
38 BUSINESS PROFILE
32
BLI Tested, Dealer Approved: LD Products Channel Partner Division Taking New-Builds to Next Level By Erik Cagle
42 MARKET INSIGHT
Manufacturers and Their Emerging Responses to Changes in Consumer Behavior By Ian Elliott
48 WORKPLACE OF FUTURE
AI and IoT: Bridging Physical and Digital Worlds in the Workplace of the Future
38
By Dr. Dennis Curry
50 SERVICE MANAGEMENT
The Service Department: Charting the Current Challenges and Preparing for the Future By Ken Edmonds
52 TECHNICAL TIP
Rebuilding the Decurler Transports: Xerox DCP 700, J75, & V80 families —Part 2 By Britt Horvat
42 6
56 DISPLAY ADVERTISERS INDEX •
www.enxmag.com | June 2019
We Saw It In ENX Magazine
Continuing your legacy. TOGE THER WE C AN GR OW & E VOLV E
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Contributors
Staff
DR. DENNIS CURRY is Executive Director and Deputy Chief Technology Officer of Konica Minolta, Inc. He is responsible for the company’s Global R&D Strategy and overall mid to long term digital business development as well as key emerging technologies. Dennis has focused on inspiring creativity through solving problems and became the principle inventor for Konica Minolta’s most recent innovation, The Workplace Hub.
Susan Neimes Publisher & Managing Editor
KEN EDMONDS served at Sharp Electronics and then at Konica Minolta Business Solutions as a problem solver in both technical and service management issues for nearly 16 years. He retired from Konica Minolta as a District Service Manager in 2018. He has over 40 years of experience in the imaging business, having owned a successful dealership and served as service manager for multiple dealerships. He is currently consulting with dealers on strategies to improve profitability. View his blogs at www.kedmonds.biz and/or email at ken@ kedmonds.biz.
Erik Cagle Editorial Director
IAN ELLIOTT is a strategic thinker with strong analytical skills with 35 years of executive management experience in the office products, equipment, and supplies industry. He is the founder and CEO of E&S Solutions and an early adopter of ERP/MRP, SaaS & cloud computing systems. He helps independent resellers transition from the analog to digital world using his expertise in supply chain logistics, social media, inbound marketing, e-commerce, and SEO. He can be reached at IanElliott@EandSsolutions.com or visit his website EandSsolutions.com.
Ronelle Ingram Contributing Editor
TECHNICAL ARTICLE CONTRIBUTOR
BRITT HORVAT works for The Parts Drop, a company whose primary business is providing parts, supplies and information for Xerox brand copiers, printers and fax machines. You can find more information, including many of Britt’s past ENX articles on their website www.partsdrop.com.
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www.enxmag.com | June 2019
ENX Magazine is published monthly by Affinity Business Communications, Inc. Any inquiries should be sent to: enx@pacbell.net or mailed to the corporate office. Copyright ©2019 by ENX Magazine printed in the U.S.A. All reproduction in whole or part is prohibited without written permission. Cover photo from depositphotos.com
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Erik Cagle
State of the Industry
Futuristic or Not, the Next Big Thing Weighs Heavily on Minds of Office Technology Dealers
A
s much as we’d like to say the next big thing for office technology dealers is something driven by artificial intelligence or tied together by the Internet of Things, the truth of the matter is that those are not nearly the most important aspects about tomorrow’s office or the future of work. It doesn’t have to be technologically sexy, or draw shock and awe from onlookers. No, for now, sliced bread can maintain its tired title as the great thing. Honestly, the greatest thing that could be said about serving tomorrow’s office, today and forever after, is that your company is relevant and active in the industry. That your dealership is not only viable, but thriving in a landscape that is clearly evolving, and what that will ultimately look like in three to five years is anyone’s best guess. But this we know for certain—whatever that future holds, we can be certain that printing will be less of a factor with each progressing year. We’re not Nostradamus; there’s no crystal ball (or even a Magic 8 Ball) that will predict how strong the movement away from prints will continue. But look at the industry forecasts, many of which illustrate that the millennial generation will dominate the workforce by 2027. They get a bad rep for being print haters, which is a bit overblown. But have we seen any projections that foretell a future where the demand for printed output, at least in the office universe, will increase?
IF I PUT A REP ON THE STREET, 99 TIMES OUT OF 100, THE REP IS GOING TO WANT TO TALK ABOUT COPIERS—WHO ARE YOU WITH AND WHEN IS YOUR LEASE UP? THAT’S WHERE THE MONEY TENDS TO BE. BUT RARELY IS IT THAT YOU HAVE A TALK TRACK THAT NO ONE ELSE IS DOING. David Carson, Plus
Like a balloon that loses a little air each day, we can see where volumes are going. And while the banging of the diversification drum can get to be a little annoying after a while, your ability to change 16
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up the conversation you’re having with customers will go a long way toward setting (or extending) your business mortality.
Recognizing Trends
Plus Inc. is a 61-year-old, family-owned dealership in Greenville, South Carolina, that is currently into its third generation. Plus has been around since the days of typewriters and adding machines (hence the name, as adding machines only featured a plus or minus bar back in the day). Typewriters were a lucrative business, aided by contracts. They started to go away, as did the dealerships that offered them. President David Carson was young enough not to be worried about the major shift that was taking place in his business, and Plus kept reinventing itself as the technologies changed over the years. Plus moved into the digital copier realm around 2000. “Definitely, in the last 12-24 months, the recognition of the print shift has begun to infiltrate our company to the point where it’s recognizable,” Carson observed. “We have a lot of changes coming.” In recent years, Plus has amped up its efforts as an IT services provider, which has helped to augment revenues. And last year, while attending Ricoh’s ConvergX dealer conference, Carson took a hard look at the company line of interactive white boards (IWB). In them, he saw not only a cool niche, but an opportunity to refocus conversations with customers while still driving business toward the copier and managed IT spaces. “If I put a rep on the street, 99 times out of 100, the rep is going to want to talk about copiers—who are you with and when is your lease up?” Carson noted. “That’s where the money tends to be. But rarely is it that you have a talk track that no one else is doing.” After a Ricoh rep had the device installed and running at Plus, Carson began to work with the IWB and quickly fell in love with it. It operates with a Windows 10 system and enables users to write on it, but Carson knew that most of his educational and manufacturing customers already had solutions such as the Promethean. But up-and-down-the-street SMBs would have the same reaction he did. While
We Saw It In ENX Magazine
continued on page 18
Futuristic or Not, the Next Big Thing Weighs Heavily on Minds of Office Technology Dealers Plus has only offered them for a few months, he’s already calling the technology a “game changer.” “People didn’t know they needed it,” he said of the IWBs. “But once they got their hands on it, they couldn’t do without them.”
Techs on Parade
Another dealer who follows the “eat-what-you-cook” edict is Pearson-Kelly Technology of Springfield, Missouri, which has its headquarters decked out as a demo room (though it does have demo rooms, in addition). Among its smart office solutions are the Teem-brand conference room sharing tool; The Receptionist, a virtual reception desk through iPad; cloud fax; PaperCut; secure file transfer; Citrix File Share for cloud-based document routing and digital approval workflows; and hosted VoIP, among others. All of these solutions speak to the concept that “work is wherever you are,” notes President Chelsey Bode, who pointed out that Pearson-Kelly will soon be adding Konica Minolta’s WorkPlace Hub at its headquarters to build upon the Workplace of the Future conversation. “We are constantly trying to find more-efficient ways to digitally emulate our current processes or streamline them to make them better,” she said. “While simple, when we look at what we need as an organization to take us five years forward, we usually find our ideal client is focused on this as well. This observation allows us to be more of a real partner and enables us to focus on the pain points and proven solutions for other offices, too. “Our evolution was less about offering beyond-the-box solutions and more about solving real efficiency challenges in our business and other businesses alike. Not to mention, mobility is vital in today’s workforce.”
Pearson-Kelly Technology’s demo room
WE ARE CONSTANTLY TRYING TO FIND MORE-EFFICIENT WAYS TO DIGITALLY EMULATE OUR CURRENT PROCESSES OR STREAMLINE THEM TO MAKE THEM BETTER. Chelsey Bode, Pearson-Kelly Technology
Being the parent of two youngsters brings the mobile capability more into focus for Bode. She can answer her work phone from an app on her mobile or Mac. She’s able to host face-to-face video conferences via screen sharing and can sign approval documents through the Citrix File Share solution—all while home making chicken noodle soup when a child comes down sick. While Pearson-Kelly typically delivers solutions designed for the general office setting, some are better suited for certain vertical markets. The dealer focuses on those technologies tailored to a specific workflow or pain point. Virtual Receptionist has proved to be a great conversation starter, but is more of a gateway to higher margin solutions such as cloud fax and PaperCut. The latter, while better suited to educational needs, has found entry into commercial businesses.
Anticipating Challenges
Being able to anticipate a client’s future needs is not an act of guesswork or speculation. At Impact of Lake Forest, Illinois, the dealership conducts periodic business reviews with all clients, which provides the opportunity to identify their challenges in general, beyond areas where Impact currently provides assistance. According to Jon Evans, director of solutions architecture, and Mark Sengstock, director of enterprise solutions, the dealer was able to identify trends in the challenges confronting their customers. This compelled Impact to expand its portfolio to offer solutions to address those challenges. In the process, Impact spun off several new and expanded departments, including its managed IT, ERP and RPA/BPO teams. Impact also expanded its vCIO service to coach IT customers on the evolving landscape of available technology to clients. continued on page 20
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Futuristic or Not, the Next Big Thing Weighs Heavily on Minds of Office Technology Dealers THROUGH AN ANALYSIS OF EXISTING PROCESSES, WE CAN FIND THE INEFFICIENCY, TARGET THAT PROCESS AND RECOMMEND SOLUTIONS BLENDED FROM OUR TOOLBOX. Jon Evans, Impact
“The technology that we’ve had success providing our customers runs the gamut from sophisticated managed print software all the way to custom web applications,” Evans said. “In between, we have a portfolio that includes business process optimization tools, robotic process automation, rapid customer application development, enterprise content management and cloud-based ERP.”
WE DO NOT TARGET SPECIFIC VERTICALS. OUR CLOUD ERP AND OTHER OFFERINGS ARE MEANT FOR THE ENTIRE SMB MARKET— MANUFACTURING, DISTRIBUTION OR FIELD SERVICE, TO NAME A FEW. Mark Sengstock, Impact
In devising or offering solutions tools, Impact considers several measuring sticks: One, how does it solve the business problem, and two, how does it influence the organization to move forward, or transform, to a more agile, scalable and (ultimately) more efficient entity? Regardless of whether the efficiency gain is in print output or robotic process automation of repetitive processes, it’s always geared toward solving the business problem. Rather than taking a vertical approach, Impact targets departments and processes. “Through an analysis of existing processes, we can find the inefficiency, target that process and recommend solutions blended from our toolbox,” Evans said. Sengstock added, “We do not target specific verticals. Our cloud ERP and other offerings are meant for the entire SMB market—manufacturing, distribution or field service, to name a few. These verticals all share the same departmental challenges, and we are well suited to help.”
Millennial Mavens
For the younger generation of office technology dealership owners who aren’t beholden to old-school traditions, embracing newer technologies that provide office gains is second nature. Such is the case with DOCUmation of San Antonio, Texas, where co-Presidents Hunter and Preston Woolfolk—millennials both—see the evolution of their business through the smart office of the future. “We’re fully committed to the office of the future and diversifcation, such as the Ricoh IFPDs, which we call smart boards, projectors and other products that help us achieve that aim,” Hunter Woolfolk noted. “We needed to get a head start on this to make sure, in the event that something happens to
Pearson-Kelly Technology’s digital receptionist, right side of counter continued on page 22 20
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We Saw It In ENX Magazine
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Futuristic or Not, the Next Big Thing Weighs Heavily on Minds of Office Technology Dealers OUR WORLD IS RUN OFF OF HUMAN INTERACTION; WE NEED TO BE ABLE TO SEE THE FACIAL EXPRESSIONS, THE REACTIONS TO WHAT THEY SAY, SO WE CAN READ THEM. Hunter Woolfolk, DOCUmation
our print market and those revenues, that we have diversified to other services businesses need.” Conference services, as DOCUmation calls it, is the next step in an evolution that has already touched our personal lives. With software solutions like FaceTime enabling constantly mobile family members to connect with one another, those experiences and others through social media and other digital platforms have become must-haves in the business realm. Like Plus Inc. and Pearson-Kelly Technology, DOCUmation is an ardent user of smart office technology; in this case, Ricoh’s IFPDs. DOCUmation has nine different service and sales locations that blanket all of Texas. Having the smart boards enables Woolfolk to meet with them face-to-face on a regular basis without needing to constantly board a plane. Being able to read body language, non-verbal cues and other gestures provides that insight he needs to effectively communicate with his various teams, something a conference call cannot provide. “Our world is run off of human interaction; we need to be able to see the facial expressions, the reactions to what they say, so we can read them,” he said. “That’s why email is such a poor form of communication. You can’t hear the tone, you can’t see the body expressions.”
Seeking Solutions
Woolfolk tried several other smart board options, but found some lacking in connectivity or video quality. So he tasked DOCUmation’s IT department to devise the best, mosteffective conference rooms in each location. Knowing his own frustrations and the need for quality components to maximize the remote meeting experience has paid dividends in the dealer’s understanding of what their customers need to be successful. “Anybody who needs to be able to communicate effectively to remote locations needs this technology,” Woolfolk said. “I believe that this will be the business technology of the future, just like a printer or server is. This is the way businesses will communicate across the world.” For LDI Color ToolBox of New York City, the dealer’s success has always been rooted in understanding and providing the products and services where client requirements and emerging technologies intersect. According to Brian Gertler, senior vice president, the dealer’s greatest success stories leverage the core disciplines that its business is built upon, including copy, scan, send, print and document workflow technologies. 22
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Gertler noted that incorporating the new AI/AR solutions enhance LDI’s base offerings and supply a logical migration path to its clients. The benefits are recognized across multiple vertical platforms.
Partnership Potential
A somewhat unexpected networking opportunity arose two years ago when the dealer was interviewing for a marketing/sales position. The candidate interviewed with LDI and VNTANA, a social augmented reality company that developed a V-3 hologram system which can project holograms without wearables. Users can also manipulate the holograms with gestures. The candidate ultimately went with VNTANA, but she thought LDI’s showroom could provide a platform to house the company’s hologram kiosk. While a bit off the beaten office technology path, LDI welcomed VNTANA as a strategic partner, and gave the dealer a truly unique entry in the world of AR. “VNTANA uses our showroom in Times Square to demonstrate their latest technologies and entertain carriage trade prospects and customers, primarily in entertainment and at the creative agencies,” Gertler explained. “That set the stage for our strategic partnership and LDI’s recognition of the importance of AI and AR as an emerging category.” Another example of a dealership that has weathered the business need shifts of the end user is Woodhull LLC of Springboro, Ohio. With 69 years under its belt, Woodhull’s primary objective is to provide consultative insight to help customers wade through their processes and focus on what is a priority to them.
VNTANA USES OUR SHOWROOM IN TIMES SQUARE TO DEMONSTRATE THEIR LATEST TECHNOLOGIES AND ENTERTAIN CARRIAGE TRADE PROSPECTS AND CUSTOMERS, PRIMARILY IN ENTERTAINMENT AND AT THE CREATIVE AGENCIES. Brian Gertler, LDI Color ToolBox
Woodhull also takes advantage of Ricoh’s Intelligent Workplace Services portfolio. On the front end, the dealer’s biggest success with Ricoh has been its commercial imaging and scanning services, for which the OEM recognized Woodhull as having the highest revenue in commercial imaging across the United States. In providing digitized documents, Woodhull is able to provide a more consultative approach and can now use the smart board on the back end to close the workflow process. Those scanned documents, taken to the Ricoh interactive flat panel displays or white board, can enable a construction company with multiple locations to see, edit and comment on blueprints in real time. “It provides added layers of communication to enable remote parties to better collaborate and work together,” said Robert Woodhull, marketing manager. “That’s where we’re We Saw It In ENX Magazine
WOODHULL’S SUCCESS IN OUR CLIENT PARTNER’S ENVIRONMENT DIRECTLY IMPACTS THAT CLIENT’S SUCCESS. Robert Woodhull, Woodhull
going to take a little more time to be consultative through that process. For Woodhull, it’s the beginning of our philosophy; we’re always looking to create a partnership with our clients. We are more than a vendor and they are more than a client because we are partners. Woodhull’s success in our client partner’s environment directly impacts that client’s success.” One of Woodhull’s greatest success stories is an international glass company that acquired seven white boards that allow them to work on a manufacturing level internally, as well as communicate with its headquarters in China. Woodhull has also enjoyed success in bringing its white boards to trade shows for the educational space. “The white boards provide an interactive feature that they haven’t always seen in other offerings,” Woodhull noted. “And from our perspective, this conversation allows us to take a back-door approach to dialogs about MFPDs and really expand that conversation.” ♦
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Erik Cagle
Dealer Spotlight
UBEO Business Solutions’ Quest to Become Premier Player Fueled by Acquisitions, Value Proposition
H
ailing from the great state of Texas, where the folks are known for living large, Jim Sheffield wants you to know that he doesn’t have any great designs on being the biggest office technology dealership in the country. But he does have his sights set on being the best. That doesn’t mean the president and CEO of UBEO Business Services doesn’t fancy the prospect of continuous growth. After all, the company tripled its revenue in 2018, fortified by a series of acquisitions fueled by its union with Sentinel Capital Partners. Perhaps the most-pivotal, or at least geographically expansive, deal Sheffield hammered out saw UBEO add Ray Morgan Company (RMC), the largest independent Canon dealer in the west.
That gave UBEO, which already covered 85 percent of Texas, a stronghold in Northern and Central California with 16 locations. Already in 2019, UBEO has onboarded Core Business Solutions, Copyzone, PrintRX and Braswell Office Systems, bringing its total to seven deals in the last year while pushing annual revenues north of $200 million. Founded in 2004, UBEO formerly flew under the flag of DOCUmation (DOCUmation of Austin, DOCUmation of North Texas and DOCUmation of East Texas). The organization counts Ricoh, Canon, Konica Minolta, KYOCERA, Lexmark, HP and now Xerox as its primary vendors. We chatted with Sheffield and COO John Barbieri to learn
Shown from the left are Travis Sheffield, vice president of acquisitions/corporate counsel; Laura Laney, vice president of finance and administration; John Barbieri, chief operating officer; Jim Sheffield, president and CEO; Amy Freiermuth, director of human resources; and Jeff Galovic, vice president of strategic planning and analysis 24
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We Saw It In ENX Magazine
more about the company’s rapid growth, its relationship with Sentinel Capital Partners and the value proposition UBEO extends in a highly competitive M&A market. And while Sheffield doesn’t expect to triple in size during 2019, he has definite designs on continuing to build UBEO well beyond The Lone Star State. How is business so far in 2019? SHEFFIELD: Our core business is solid. This is a business that, by its nature, is not going to explode on you, but it is performing well. The other side of our business is acquisitions, and I can say that the pipeline is really healthy. What does UBEO Business Services pride itself on? SHEFFIELD: We take a lot of pride in our value proposition to our customers, which we feel is one of the best in the industry. In our organization, excellence is an important aspect. We follow a simple philosophy of doing exactly what you say you’re going to do, when you say you’re going to do it. That’s a key component to our corporate culture. We challenge our people individually to follow that motto. One of the things I ask new employees is, ‘how many people do you know who can pull that off?’ That challenge is difficult to execute, but if you strive toward that goal, you’re doing really well. Delivering on your promises makes you not only a great business person, but a great father, mother and neighbor. Those things are important to us. continued on page 26
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UBEO Business Solutions’ Quest to Become Premier Player Fueled by Acquisitions, Value Proposition
John Barbieri, UBEO chief operating officer (left) and President/CEO Jim Sheffield
Ever since merging with Ray Morgan Company last fall, UBEO has acquired Copyzone, Core Business Solutions, Braswell Office Systems and PrintRX. What is the common denominator across this swath of additions? SHEFFIELD: It basically comes down to great people. They’re people who want to win and win the right way. They work hard toward the common goal. That’s definitely the situation with the fantastic companies that we’ve acquired. It’s been a year since you joined forces with Sentinel Capital Partners. Aside from the financial wherewithal they provide, what has made the union with your dealership so beneficial? What do they bring to the table? SHEFFIELD: Obviously, a big part of it is that capital, the institutional money that allows us to expand at a rapid rate like we’re doing now. During the vetting process, we interviewed 26 organizations, and we were pretty selective about it. We enjoy Sentinel and they enjoy our company. That was really important to us. When we did this deal, it wasn’t because we needed anything, necessarily. Our business was already outstanding; we were very profitable, and we provided excellent treatment to our customers. We’re very much a value play. But we decided that we wanted to grow this thing on a national level. 26
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However, if we didn’t find the right partner, we weren’t going to do it. It just so happens that we ran across the right partner. There’s not been one day where I second-guessed the decision to go with Sentinel. BARBIERI: The key to Sentinel was the autonomy to run the business in order to accomplish the objectives we defined for our success. During the due diligence phase, Sentinel’s laid out what they said they would do as an investment partner, and they’ve done exactly that. We adopt that same philosophy with our acquisitions.
With no lack of competition for top-performing dealers to acquire, particularly from the likes of Visual Edge Technology and the Flex Technology Group, how do you communicate a unique and superior value proposition to prospective acquisitions? SHEFFIELD: We’re building a brand of excellence. The people we talk to are also looking at the other options that are out there, and we’re selective as well. We built this company from nothing to where it was on April 2, 2018, when we did the Sentinel deal. We have a certain level of know-how that comes across when we communicate with prospective dealers. The people who decide they want to move forward with us are people who want to be the best. We don’t necessarily want to be the biggest company out there—we’re not doing this to round up a bunch of dealers and become a platform. We really have an ambition to be the premier performer in our industry from a customer-experience standpoint. There are certain dealers who are attracted to that, and we’ll do business with those like-minded people. In most of the deals we have done, the consolidators mentioned have been in contention as well. I don’t specifically ask (prospects) what organizations are looking at them. We focus on delivering the message of our value proposition.
UBEO’s North Texas office supports families in the region through their U-Make the Difference campaign continued on page 28 We Saw It In ENX Magazine
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UBEO Business Solutions’ Quest to Become Premier Player Fueled by Acquisitions, Value Proposition best for the employee; and three, what’s best for UBEO. We found that if you take care of one and two, the third one takes care of itself. And that’s how we operate.
Each year, the San Antonio office chooses a difference organization to sponsor with a holiday toy drive. This one benefitted ChildSafe
With RMC, we had a conference call with their management team. I already knew a couple of those guys and they’re great people, which is important to us. The call went well, we flew over there and talked about what our vision was, and their core values were right in line with our own. We had a handshake deal at the end of that meeting, and we were late to that particular negotiation. Given all the vast additions you’ve experienced in the past year alone, what has been the key to harmonizing the integration process? Are there any challenges in this regard? SHEFFIELD: The key is we talk upfront about what we want to be as an organization and the core values that we believe in. If a prospective acquisition doesn’t believe in those core values and doesn’t want to be the premier player in their market, then we’re probably not the right choice for them. It’s important that these organizations have the same values as we do. We want to share best practices, and so far, this has been a relatively quick process. We haven’t even had a formal best-practices meeting, but we’ve had kickoffs and talked about what we’re doing and how we go to market. I think a lot of the companies that have become part of our organization have taken a lot of those things that UBEO does well and incorporated them into their playbook. We’re not trying to change or fix anyone; we’re not going to buy a broken compa28
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ny. If everyone comes into the deal with the core values that we openly discuss up front, there’s not as many integration issues. BARBIERI: What’s important is to gain a better understanding of the present and future intent with the principle shareholders and key employees. We set those expectations for all of the parties involved, and then it’s a matter of executing on the deliverables. We want it to be a seamless process, and we’ve accomplished that with these acquisitions. Is there a secret sauce ingredient to becoming a premier player? SHEFFIELD: I think there are certain things that we do that are different from most people in the industry, and we take a lot of pride in that. They’re not difficult things; some of them are expensive, but they enhance the customer experience so much that it’s worth doing. That’s the important thing to us, and that’s how we’ve been able to build the organization. In the beginning, our Texas companies did seven startups in approximately five years, which at that time was supposed to be impossible. Our goal was to become the premier player, and in relatively short order, we were the premier player in Texas as well as the biggest player. If you do what’s right for the customer, success usually follows. We make decisions the same way since day one. It’s real simple: one, what’s best for the customer; two, what’s
What does the M&A pipeline look like at the moment? Could you possibly sustain such a prodigious acquisition clip? Are there geographic or product-driven markets you are currently watching? SHEFFIELD: Looking back at last year, we more than tripled our business. We’re not going to do that again, but we’ll have healthy growth. We will be in additional regions and we’ll make more investments in our business. We’re going to make some important hires that are going to improve our organization. And there’s this continuous move to try to enhance what we do for our customers— that’s a constant move forward. We’re currently over $200 million in revenues, and we expect to be in excess of $300 million during the next 12 months. BARBIERI: We truly are positioned for robust growth moving forward. The model we maintained is scalable, it has defined processes and deliverables. We’re able to replicate that and we just need to execute, really. We have a desire to be national and offer the best-of-breed technology across the country. Is there a particular geographic market you’re targeting? SHEFFIELD: I think you will see us in the east, specifically in the northeast. We have plans there. Overall, we’re interested in any good market in the country, for sure. Talk about the role that organic growth has played in the UBEO success story. What are some of your strengths in this regard? SHEFFIELD: We would like to think that we can execute well. The business has challenges with growth, but at the same time, the glass is half full because we don’t have a high degree of market share. We’re a relatively large organization in our industry, but the
We Saw It In ENX Magazine
continued on page 30
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UBEO Business Solutions’ Quest to Become Premier Player Fueled by Acquisitions, Value Proposition What do you enjoy most about your job? SHEFFIELD: For me, it’s the people. It’s the self-actualization and pride of aligning yourself with a large group of such proud people, and that accurately describes our employee base. We enjoy going out and meeting new people as well; we’re still getting to know a lot of the people from the companies we acquired. They’re high-quality individuals. BARBIERI: We really approach our day-to-day duties as a work family. People make the difference, that’s the bottom line. Our work families are as important to us as our own families. Jim Sheffield (left) and John Barbieri provide a glimpse of UBEO’s product showroom
market share is not there. We feel fairly confident that we can gain market share, and that’s where our growth comes from. We’re real bullish. We picked up the Xerox product line that’s added a certain degree of credibility for our production line, and it’s actually increased our business in all of our lines of production. We’re seeing pretty rapid growth in that area of the business. What was your greatest challenge last year? SHEFFIELD: The biggest challenge for both John and I is time. There never seems to be enough time to do all the things we want to accomplish. Looking back at the last year, I’d say things came out relatively smoothly.
SHEFFIELD: The industry is going through a lot of consolidation. Why would you want to join an organization like ours? It’s power. You have to have buying power, the ability to invest in your organization and create a better solution for customers. In joining us, that’s what you get. We’ve been talking about the industry changing for years, and that change has accelerated the last few years. The business is your largest asset, and you have to make sure you take care of that asset, protect it and make sure that it can continue to win. Overall, when we look at the business, we’re very comfortable with what we see in our level of power.
Outside of work, what do you like to do for fun? SHEFFIELD: It’s all about the family. I have a new granddaughter named Regan—she’s an angel, a little princess. Her older brother, Cooper, he’s a rambler. I’m a relatively new granddaddy. I have a ranch out west of Austin; I raise fish out there, feed the animals. We go out there a lot just for the solitude, and I like to unwind that way. BARBIERI: From my perspective, it’s the same—family, friends and five grandchildren. I run a lot with my Lab, Bruno (short for Brunello, the Italian wine). He and I are buddies and he keeps me busy. And there’s always time for a bottle of red wine. ♦
BARBIERI: I would agree. The objectives that we want to accomplish are multifaceted. So the challenge is to make sure that we execute on the acquisition, the assimilation of the culture and the organic growth. And you need to do it all without disruption to the day-to-day business. That becomes a challenge when you go from a couple hundred employees to now over 1,000, and all of that is accomplished in a 12-month period. How do you view the industry changing in the future, and what are you doing to adapt? 30
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From left, Robert “RT” Thomas, vice president of sales, San Antonio; Patsy Ortiz, office manager; and Gabriella Mayo, meters representative We Saw It In ENX Magazine
Erik Cagle
Future Office Roundtable
Manufacturers Offer Glimpse at Current, Future Office Technology Platforms
T
here are a few takeaways to be garnered from polling industry manufacturers as to the state of their future office/smart office platforms. First, virtually all OEMs have some sort of program based around enhancing the connectivity of end users. This comes as the modern office continues to evolve and move away from independent work toward a more-open environment that encourages collaborative exchanges of ideas (hence, the increase in meeting and “huddle” rooms). Second, the offerings wrapped around the future office/smart office (dare we coin it the FOSO?) are so fluid/in process that several manufacturers hedged on sharing some of their bolder initiatives, but promised that details would be emerging soon. To which we snap our fingers, utter in dismay and wish that we had scheduled the topic for, say, October. Such is life on the technological edge. Fear not, gentle readers. We were able to procure some infor-
Ricoh 32
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mation from Ricoh, Xerox and Konica Minolta. It will provide a flavor of the options that are available beyond, and in tandem with, the MFP boxes that are providing dealers with options in their tool belt to remain in step with their office-based clientele. Two or three years out, these technologies may be considered obvious no-brainers, so we can only eagerly anticipate the “next great thing” that will prepare us all for next-generation selling. Our FOSO panel consists of Steve Burger, head of engineering and vice president of portfolio management for Ricoh USA; Mark Boyt, head of solutions marketing for Xerox; and Kevin Kern, senior vice president, business intelligence services and product planning for Konica Minolta. Provide an overview of your future/smart office platform that includes all of its elements. BURGER: Ricoh’s Dynamic Workplace Intelligence approach embraces the ever-evolving modern office, providing tailored solutions, thoughtfully deployed and managed, that remain adaptable to changing conditions and needs for our customers. RICOH Always Current Technology, already available on Ricoh’s latest IM C series of MFPs, is one pillar of this approach. It makes regular updates to firmware and other applications for Ricoh technologies available on demand, and as needed. Customers can download and install new features, applications and upgrades directly We Saw It In ENX Magazine
Steve Burger, Ricoh
to their device as they become available, giving users greater flexibility and allowing them to work with more agility, adapting configurations and feature sets to better suit changing workstyles and workplaces. The IM C series, equipped with Always Current Technology, serves as an excellent, intuitive on-ramp for dealers looking to expand into new annuity models that result from new cloud and workflow technologies. Another key aspect is Intelligent Support, which leverages data from across Ricoh’s devices in the field around the world, adds in AI from the devices and helps individual organizations optimize their fleet for their unique needs. Intelligent support also helps Ricoh and its dealers work with customers to quickly resolve issues. Also vital to our approach to the future of work is RICOH Cloud Workflow Solutions, a collection of cloud-based workflows that delivers streamlined simplicity in affordable, scalable, subscription-based offerings. These solutions make powerful, traditionally complex workflows continued on page 34
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HERE’S TO THE
Manufacturers Offer Glimpse at Current, Future Office Technology Platforms directly in the hands of customers who traditionally have been priced out of their benefits. This approach lets users take what they need from the suite, without the need for dealers to commit their own IT resources for support. That way, dealers’ IT teams can keep their focus centered on providing IT services, a growth area for many. Finally, tying into these other elements is Ricoh’s commitment to providing best-in-breed technologies through its dealer and direct channels that meet a variety of needs. We are constantly pushing forward on innovation, research and development, so our dealers have a big toolbox when it comes to ensuring their customers’—and their customers’ customers’—success. BOYT: Xerox ConnectKey devices are built to support the IoT, while integrating with other innovation accelerators of the third platform, such as cognitive systems, natural interfaces and next-gen security solutions. Integrating with these key accelerators allows Xerox to drive office automation, improve customer collaboration and offer unexpected ways to work better and smarter. Here are some examples of how Xerox has built its smart office platform: • Xerox Easy Translator Service uses AI technology to constantly improve the machine’s translation quality, so customers using our translation MFP app can do so with complete confidence. • By integrating with collaboration sites such as Cisco WebEx Teams, Xerox customers can scan, print and share amended hardcopy documents directly from their shared space. This includes bot technology, linking to other services that can provide, for example, instant in-room translations. • Full workflow automation is possible with powerful content management systems such Xerox DocuShare. Approval workflows can be implemented by triggers based on content arrival, routing actions automatically to appropriate reviewers. 34
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Kevin Kern, Konica Minolta
• Natural interfaces that include voice control allow users to communicate in ways that are more convenient. Benefits also include simplifying training requirements and supporting 508C initiatives. Gabi, powered by IBM Watson, is another example of Xerox utilizing the latest technologies to improve the way people work. KERN: In looking at the “smart office” and the future of work, we take a more holistic view than just the technology itself. While the evolution of our API and Internal web services platforms in our Bizhub product line over the past 15 years has provided the infrastructure for customers to build efficient document workflow, this is only one part of the workplace of the future. The critical factors in the future of work still revolve around People, Places and Technology. Companies both small and large must attract and retain talent, secure their data, optimize their resources and survive and thrive in a highly competitive global business environment. People are inundated with data— both structured and unstructured—from every possible source, and are struggling to leverage this data to drive meaningful business outcomes. The question is how to create an environment and technology infrastructure that supports the rapid evolution of work itself. Our workplace of the future strategy is based upon three components. First is the WorkplaceHub platform in conjunction
with our new iSeries MFPs. The WorkplaceHub is an application services platform that provides an integrated IT infrastructure including hybrid cloud, enterprise-class security collaboration tools and even basic AI capabilities. Second is an ever-expanding partner ecosystem providing IoT applications, physical security, office productivity, meeting-room management, workflow and even integration to smart office furniture. Finally, an IT services platform to deliver remote support, mobile device management and cloud services. Talk a little about the best opportunities for placement by dealers, and what are you doing to help them identify and place these technologies? Include insight into pre- and post-sales support. KERN: For the dealer we see a great opportunity. One of the reasons companies like HP Enterprise, Sophos and Microsoft are interested in our strategy is our dealers provide high value-add and control the last mile to the customer, which is far different than traditional IT distribution channels. To assist our dealers, we are changing the composition of our dealer support by making a substantial investment in IT-educated staff in the dealer channel to help dealers not only sell, but establish the pre- and post-sales support strategies to be successful. BURGER: Ricoh is unique in that any new SMB customer is immediately a dealer customer. There is no competition between our direct and dealer channels, because they serve different markets. When an SMB potential customer comes to our website looking to learn more or make a purchase, they are directed to the relevant dealer. Furthermore, there’s no difference between how we empower our direct sales team versus how we empower our dealer channel: All the marketing collateral, demand gen tools and other resources we create for sales teams are at dealers’ fingertips. These methods have allowed us to give dealers more referrals and leads than ever before, and the conversion rates have been incredible.
We Saw It In ENX Magazine
continued on page 36
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Manufacturers Offer Glimpse at Current, Future Office Technology Platforms That makes pinpointing a specific offering we’re helping dealers with somewhat difficult, because we are dedicated to helping them with all of it. We have programs for helping dealers branch out into new areas, such as production print. One particularly strong example of how we support dealers in unique ways is in managed services. Ricoh’s 24/7 customer support center is available to dealers that would like to have incoming calls forwarded to the Ricoh center during off hours, providing seamless continuity of service. BOYT: Xerox is committed to helping dealers solve their customers’ need to improve and simplify every day, business-critical processes. To do so, we offer a multi-year training program that helps them identify bottlenecks (FIND IT); determine course of action (MAP IT) and apply suitable, fixable solutions (APP IT).
Xerox ConnectKey Workplace Assistant
Dealers also have access to a number of tools such as our powerful and unique Workflow Mapping tool and technical teams offering support along the way. What are the greatest objections dealers need to overcome in providing these technologies? BOYT: A natural hurdle is the fear of the unknown when stepping outside of one’s comfort zone. This feeling is further amplified due to today’s ever-changing, technology-driven world. Dealers are looking for a trusted vendor that will take the journey with 36
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them. We understand this need and offer training and support that can help them overcome any concern and move forward with self-assurance and certainty. BURGER: Dealers need to move away from focusing on the “box” and focus more on the workplace and workflow. The way forward is in looking beyond the copy room and into the meeting room. The MFP and the annuity it brings is a known business model, so it can be difficult to lessen focus on that. But the annuities based on workflow will be stronger and more reliable going forward. It can be hard, especially for well-established dealers who have had significant success with a hardwarefocused approach, but everyone should be looking more toward how they can provide information and information management as opposed to pages and toner. It’s all about focusing on what most helps the customer’s success, what will keep them coming back. As your future/smart office platform evolves, where can we expect to see the greatest enhancements? Will they encompass A.I./IoT-enabled augmentations to existing workflows, software plug-ins, partner integrations, etc.? BURGER: Ricoh has thousands of engineers, each of whom has their finger on the pulse when it comes to emerging technologies. Our dealer partners and our internal experts are very aware of, and in some cases already using, the latest cloud technology, big data and artificial intelligence. One of our valueadds for our dealers is in analyzing emerging technologies and making them consumable for the workplace. That involves wrapping these technologies in solutions and services that integrate with the modern workplace. This includes identifying use cases and tailoring solutions for them, as well as finding ways to make them affordable and relatively simple to integrate in the workplace. We partner with some of the world’s leading companies to deliver innovations to empower digital workplaces.
Mark Boyt, Xerox
We expect continuing advancements in IoT and artificial intelligence to drive increasingly intelligent and effective workflows, which will fold in nicely with Cloud Workflow Solutions and Always Current Technology. We believe strongly in agile, field-based development, so where we focus our efforts in solution design is heavily dependent on what we hear in conversations with dealers and customers. I will say that a major part of that is increasing adoption of Ricoh technologies throughout the business, allowing customers to reap the benefits of a well-managed, well-integrated ecosystem. KERN: We think the workplace of the future is the next step in moving to a more consultative sales approach that will enable higher margins in the core business, while providing new sources of monthly recurring revenue and deeper customer relationships. BOYT: As mentioned previously, we are seeing numerous expansions into third platform drivers, many created by our partners through the Xerox Partner Application Builder program. As a result, our devices have become interactive helpdesks, used for tracking employee attendance, opening building doors and even ordering lunch. While it is a bit challenging to predict upcoming enhancements, we do anticipate our partners’ innovative ideas will further strengthen the value of our ConnectKey platform with new ways to simplify how work gets done at the intersection of physical and digital. ♦
We Saw It In ENX Magazine
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Erik Cagle
Business Profile
BLI Tested, Dealer Approved: LD Products Channel Partner Division Taking New-Builds to Next Level
A
ttitudes toward newbuild toner cartridges are changing slowly, but gradually. Christian Pepper can remember a time when he worked for a cartridge remanufacturer, and occasionally dealer clients would defect to the new-build side, lured by the siren song of decent quality and lower prices. Invariably, a month or two later, the dealer would return to Pepper, wearing a twisted face, uttering, “You were right, they were absolute crap.” That was a good five years ago, a lifetime when you consider all that has taken place in the aftermarket during that span. The legal community has certainly fattened its coffers as OEMs have waged war with remans and new-build manufacturers over claims of patent infringement. The OEM legal pushback has visited a toll on many remans, and Pepper—now the president of LD Products Channel Partner Division—was not blind to the possibilities that new-build offered. It wasn’t the concept
Christian Pepper, LD Products
that was flawed, but rather the execution. Pepper huddled with Matt Daniel, LD Products’ vice president of product development, and dissected the problem with reman cartridges. Only the shells and a few of the inside gears were being reused, and those elements at the heart of the cartridge—the drums, developers, toner formulations, the chips—were all new. “So what if they started out with a new shell and added all the components found in a highquality reman cartridge?” Pepper wondered. In that case, Daniel replied, they’d have a product that’s at least as good, if not better. And by using high-quality raw materials from reputable suppliers, they could make it non-infringing.
Idea Takes Root
Pepper took the idea to Aaron Leon, the founder and CEO of LD Products, the world’s largest internet reseller of consumables (supplying 50,000-plus cartridges and 8,000 orders per day), which 38
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We Saw It In ENX Magazine
was seeking to expand into the dealer market and had longterm relationships with the main Chinese manufacturers. Thus, the Channel Partner Division was born. That was roughly two years ago. Now, the Channel Partner Division is helping the parent company celebrate its 20th anniversary with big news. It received a resounding thumbs up stemming from independent, third-party testing results from Keypoint Intelligence-Buyers Lab (BLI) that has validated its GOLD LINE new-build cartridges are on a quality par with OEM, at a drastically lower price point. Frustrated by prevailing prejudices against new-builds and wanting an independent voice to augment his marketing efforts, Pepper decided to make the significant investment of commissioning BLI to test two GOLD LINE SKUs against HP’s OEM brands. When the results indicated the GOLD LINE offered an overwhelming advantage in cost of ownership and comparable quality, Pepper knew he’d found the right messenger to dispel the myths about LD Products’ “inferior” new-build product. “It was a fist punch in the air, a validation of all our hard work over the past two years,” Pepper said of the test results. “Matt Daniel has poured his 25 years of experience, his heart and soul into this project in order to build this product. The Chinese assembled it for us, but
we engineered the product and micromanage them to ensure the final product lives up to our standards. We had to put crazy quality-control processes in place, and we randomly sample and match the products against our agreed-upon bill of materials on every purchase order. We’ve done our best to balance high quality with a price point that sets us above the rest.”
Under the Microscope
In March, BLI did a yield test of the LD GOLD LINE 26X cartridges against HP’s 26X. BLI purchased nine cartridges of each brand from the marketplace, testing them on two LaserJet Pro M402n printers. LD Products chose the M402 cartridge because it’s the top-selling cartridge in MPS accounts and because Clover Imaging Group had previously tested its reman equivalent, and BLI found it was comparable to the OEM. LD Products had to give BLI their customer database and BLI went out and purchased cartridges from multiple dealers. This process ensured there could be no fixing of the result, by submitting ‘special samples’ to BLI for testing. It had to be product that dealers and customers were using in the market. With the LD-HP test, all 18 cartridges attained the full rated yields, and there
The bright and colorful lobby at LD Products
were no failures. Both brands exceeded their 9,000-page yields, with a slight edge to HP. The OEM also held an edge in overall print quality, outpacing LD Products with average test scores of 4.08 to 3.81 (on a scale of five). LD Products did hold a large margin over HP in terms of solids, while HP performed somewhat better in text and halftones. “In solids, the LD cartridge was denser and had a richer black,” Pepper noted. “The OEM toner formulations are very rich. It’s very hard for aftermarket toner manufacturers to replicate the OEM toner quality at the kind of price point we need to be at. So it was interesting to see that our black was denser and richer than the OEM.” BLI noted a significant cost savings with LD’s 26X, which was less than half the cost of HP’s cartridges when printing 4,000 pages per month during a five-year period. In fact, the cost of ownership in printing 4,000 pages over a three-year period using HP cartridges was $4,739.99, compared to $1,961.89 for LD Products’ GOLD LINE. The second test covered GOLD LINE’s 81X Extended-Yield cartridge (40,000 rated yield) against HP’s 81X (25,000 yield) on an HP LaserJet Enterprise M605n. Again, all cartridges achieved their rated yields; in fact, LD Products exceeded its yield by 16%. When factoring in the lower pricing with the high yield advantage, BLI calculated LD’s toner would cost about one-third the price of HP when printing 15,000 pages per month during a five-year span. The low cost of ownership significantly tips the scales: HP has a total cost of $8,926, while LD Products is $2,417, when printing 4,000 pages a month for three years. HP again held an edge in average image quality scores, with a composite advantage of 4.17 to 3.93. BLI, obviously, takes a scientific approach to measuring print quality, checking solids, halftones and text; measuring densities; and checking for over-spraying and banding, among other elements. It even viewed the text at 10x magnification. However, the .24 overall difference in quality from a value proposition pales against the GOLD LINE total cost of ownership. We Saw It In ENX Magazine
Aaron Leon, Founder and CEO of LD Products
“It was total validation, and I felt really good that what we had seen in our testing and what our customers had seen in their accounts was matched by the most-credible testing organization in our industry,” Pepper said. “End users don’t care about magnifying a text 10 times to see what overspray looks like. They are concerned with what it looks like side by side (with the competition), and they care about it being a fraction of the (OEM) cost.” To his knowledge, Pepper said this was the first successful test of a newbuild and extended-yield cartridge. He feels it is a resounding triumph for LD Products’ value proposition, and puts remans on notice that some newbuilds are a credible alternative to OEM cartridges. They are also a viable choice for use in managed print contracts, with higher yields that parlay into greater profit margins for dealers. “If our product goes further and longer than our yield rating, then dealers get an extra layer of profitability padding inside every single one of our cartridges,” he noted. “So MSPs don’t have to worry about cartridges not hitting their yield and lowering their projected profits.
Shifting Attitudes
The testing clearly doesn’t vindicate all new-build manufacturers. And while there are new-build products on the market that don’t bring the quality and performance expected by dealers and their end-user clients, LD Products is no longer part of that conversation. “This is highly credible, irrefutable data from the leading testing organization in the industry,” he added. “Furthermore, we plan to commit to ongoing BLI testing, and I challenge
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BLI Tested, Dealer Approved: LD Products Channel Partner Division Taking New-Builds to Next Level are blown away by the out-of-box experience, and then the product works, which is most important of all.”
Gaining Momentum
every remanufacturer or new builder to do the same so that dealers and end users can easily see who they can trust.” With a return rate at a fraction of 1%, dealers have taken note of the performance and price of GOLD LINE cartridges. Notable national dealers such as Copiers Northwest, JD Young, Fisher’s Technology and Applied Imaging have provided written testimonials that the Channel Partner Division has published, and numerous others have provided glowing, not-forpublication reviews of their products (out of competitive considerations). Curiously, LD Products gets more returns of reman products (by error) than they get returns of their own cartridges. Pepper would also like to think that LD Products’ new-build cartridges add a touch of class to the aftermarket world. A reman cartridge arrives in a one-size-fits-all box with cheap filler and expanding bags. When removed, the cartridge appears scratched up, and labels cover the OEM brand’s stickers. All in all, receiving such product is an underwhelming experience. LD Products is preparing a marketing campaign that will showcase how its cartridges present, including the 40
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packaging, as opposed to a reman cartridge. “When the end user sees a GOLD LINE, it’s pristine,” he said. “There’s attention to detail in the packaging. Every box is specific to the cartridge inside of it. Visually, it looks amazing because it’s brand new. Dealers
Warehouse lead Jack Monfared prepares a product for shipment
With the glowing report card in his back pocket, Pepper and the Channel Partner Division are seeking to double down through growth. He is recruiting more salespeople into the fold, and is confident that dealers will see a newbuild color cartridge line from LD Products as the company migrates away from reman color. He promises it will have the same quality, yield and price savings that dealers have come to expect from the GOLD LINE. As component tolerances and the level of precision in building the shells are higher, the degree of difficulty for making a quality color cartridge is substantially greater. Also, LD Products has a new line of inkjet products that are scheduled to come out this month. On the heels of the successful GOLD LINE CHALLENGE campaign from late 2018, which tested dealers’ knowledge of new-build versus reman cartridges, Pepper will also come back with another initiative this fall that centers on the quality aspect of new-builds. So the question now becomes, have dealers fundamentally changed their attitudes toward new-build cartridges in general? Pepper notes that many dealers already put low-yield cartridges in transactional environments, so the needle has definitely moved. Although he hails from a reman background, Pepper fears the product may have outlived its usefulness. “Reman was good while it lasted, but it’s a dying dinosaur,” he said. “We’re trying to educate customers that not all new-build cartridges are bad, and not all of them infringe the OEM’s intellectual property. “Think about Henry Ford. Competitors hated him when he came along with the car, because they were invested in horses and buggies. But progress is progress, technology changes, things move on, and that’s where we’re at now. New-builds are quickly eclipsing reman cartridges in all respects.” ♦
We Saw It In ENX Magazine
Ian Elliott
Market Insight
Manufacturers and Their Emerging Responses to Changes in Consumer Behavior A combination of technology and workforce mobility underlie a decline in the number of pages printed. As the number of pages printed decline, printing devices with a much-lower cost of ownership are brought into play, thereby setting the scene for a shake-up in the distribution channels.
W
e have already established the framework for arguing that upheaval in both the office-products and office-equipment sales channels is going to take place. More accurately, the upheaval is already underway. It is being driven by the consumer and changes in the traditional buyer/seller relationship as the economy transforms over to a “pull” dynamic in which the buyer has more control. When this change in consumer behavior is combined with the dynamics of a mature office-products, businessequipment and supplies industry, it should start to become more apparent there are irreversible forces in play. It means that the likelihood for a convergence of the two, historically well-delineated equipment and officeproducts channels is becoming much higher. To help illustrate this, we’re going to focus on the main industry players and their various interactions to explain why an upheaval is inevitable. We’ll look more closely at the role of the manufacturers and the steps they are taking to preserve, or expand, their presence in the market. We’ll then focus on resellers and consumers to tie all of the change elements together and illustrate how they collectively impact the channels of distribution to make it more likely than not they will converge. As we do so, we will also relate these topics to the key product technologies to show how they also underlie the inevitability of channel convergence.
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The Key Equipment Manufacturers
Value Proposition Source: February 2018 MarketScape Analysis Conducted by IDC
Between them, these 14 corporations have nearly $350 billion in global revenues, $230 billion in market capitalization and access to nearly $85 billion in new-debt capacity.1 In addition to ongoing earnings, this debt capacity could be used for the purpose of financing potential acquisitions, as well as supplementing product- and/or channel-development efforts. Nobody participating in this industry should underestimate the ability of the industry (at least in the aggregate) to finance change. Of course, some players have a greater financial capacity for influencing change than others, and some have a stronger value proposition that’s
helpful for developing higher customer acquisition rates than others. The chart above is designed to illustrate the relative financial strength and market presence of the key equipment manufacturers in the industry. • The larger the bubble, the stronger the value proposition • The closer to the left vertical axis, the greater the financial strength. • The higher they’re placed on the left vertical axis, the greater their revenues and, therefore, market share. 1. When assuming a maximum debt to (current level) EBITDA ratio of 4.
We Saw It In ENX Magazine
continued on page 44
Manufacturers and Their Emerging Responses to Changes in Consumer Behavior In short, HP is the strongest player financially, the strongest in terms of their value proposition and (besides Dell Corporation) also the largest in terms of annual revenues. At the other end of the scale, Ricoh and Ninestar (Lexmark), while both having strong value propositions, are the weakest financially and, therefore, will have less access to conventional financing sources that are likely to be necessary for implementing the strategies required to survive in the changing marketplace. Certain players—for example, those aligned in the upper left-hand segment of the bubble chart—are more likely to be long-term winners than those that appear in the lower right-hand segment of the chart. In a mature industry, the stronger players have the financial strength to overwhelm the weaker players through acquisition or organic growth, or even a combination of both. For those who follow the share-price performance trends of the major industry players, it’s probably not surprising that there are few standouts in terms of consistent, steady, stock-price improvement over the last two or three years. Perhaps this shouldn’t be surprising in a mature industry where aggregate sales are declining. However, the ultimate differentiator of how the market will reward (or punish) the industry players is how successful they are winning market share in a declining market. Additionally, it will be determined by how they redefine their markets as they attempt to diversify into new and growing segments such as 3D printing, clothing, and other industrial, print-related, applications.
With this in mind, we’ll start by taking a closer look at the market leader.
HP
After HP completed its acquisition of the Samsung printer business in late 2017, it intended to establish its presence in the so-called A3 copier channel and develop a significant share of the $55B+ market. The company was a new entrant into the A3 equipment channel, with nothing to lose in terms of a legacy business model, and unburdened by a need to protect legacy sales practices necessary to maintain the top line. As we explained in a previous article, it takes someone to break ranks, or it takes someone with nothing to lose to become a channel disruptor. With HP, we not only had a new entrant with nothing to lose, but we also had a company with one of the strongest value propositions AND balance sheets. It meant HP was, at least on paper, well positioned to become that disruptor. However, within 12 months of closing the Samsung acquisition, HP closed another significant deal that may have altered its position as a potential disruptor. On November 1, 2018, HP completed its acquisition (previously announced in August 2018) of Apogee, a UK-based office-equipment dealer with a leading European presence, for around US $500 million. HP had said the acquisition “would further its plan to disrupt the $55 billion A3 copier/MFP market.” In addition to already being a reseller of HP and Samsung equipment, Apogee has also sold office equipment sourced from Canon, Ricoh, Xerox, Kyocera and Konica Minolta.
However, in acquiring Apogee, HP also acquired legacy business practices that it now needs to protect/manage in order to justify its investment. There are two possibilities here: 1. In acquiring a legacy business, HP will quietly drop what may have otherwise been an aggressive disruption plan leveraging its vertically integrated business technology to deliver the lowest possible cost of ownership solution to the channel customers, or; 2. HP believes it can acquire legacy businesses and still execute its plan to rapidly develop a leading market share in the channel. Regardless of which of these two may be the case, we shouldn’t expect that HP’s acquisition activities will end with Apogee. For example, think about HP in its context of $5 billion in annual EBITDA and its current $18 billion of potential new-debt capacity. Then think about their potential to snap up the often-discussed Xerox business for around $10 billion (a 30% premium to current market cap). It’s a business that currently generates its own EBITDA of $1.7 billion and, when combined, could be absorbed into HP with a manageable post-acquisition/presynergies debt to EBITDA ratio of less than two. We’ll all continue to speculate on this until it’s no longer a possibility, because some other event may take place that precludes it (including that of an FTC intervention). But regardless of whether HP goes down this path, they already have all the tools in their war chest they need to disrupt the channel and are
Assumes the deal cost is $10B but, prior to the deal, Xerox divests its finance arm to reduce its current debt by $3.0B. $4.71 + ($4.27 - $3.0) = $5.98 +$10B = $15.98 44
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We Saw It In ENX Magazine
continued on page 46
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Manufacturers and Their Emerging Responses to Changes in Consumer Behavior probably already able to do so on their own terms. Without more acquisitions, it will take them longer to develop the market share they are targeting, but eventually they will probably get there. Effectively, they already have the power to manage the pace of change by attacking opportunities to win competitors’ customers using all their available technology—options that their competitors may lack. Furthermore, they can likely accomplish this while simultaneously preserving the legacy business model when it strategically makes sense to do so. How does the relative strength of HP impact its competitors in the equipment channel, and what does this mean in terms of increasing the likelihood for the sales channels to converge? HP has certain technological advantages over many of its rivals. It has a full complement of A3 laser, A4 laser and A4 page-wide-array business inkjet printing devices. Between them, these machines can be configured to suit the changing needs of the so-called A3 channel. The trump card they hold is that, depending on print-volume requirements, A4 laser may be 50% of the cost of ownership of a typical A3 copier device, and A4 business inkjet (page-wide) may be as much as 50% lower than the TCO of an A4 laser device. In the world of declining print volume, this provides HP with a significant competitive advantage. For companies to remain competitive with HP, they must also have access to equipment with a similar cost of
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ownership, or HP will steal away their customers. For proof of this reality, we need to look no further than the following list of market developments: 1. Canon, also deploying a series of business-suitable page-wide-array inkjet printers, has a similarly strong balance sheet and value proposition to that of HP. With an independently self-sufficient critical mass, it is not confronted with the need to seek out a partner to hold its own in the channel. 2. Konica Minolta partnering with Memjet for access to its page-wide inkjet technology. 3. Toshiba partnering with Brother, possibly for the same reason. Note, investors at Toshiba are urging the parent to sell off its non-core businesses such as Toshiba Tec. Perhaps the already-announced partnership with Brother is the precursor to a permanent combination. 4. Seiko Epson, also with a series of business suitable page-widearray inkjet printers already in the market, is not in a publicly disclosed partnership with another player in the A3 channel. It does have the most-important element of the product platform technology necessary to compete. But with a less-well-developed overall value proposition (ecosystem) and lacking the required critical mass, it may be open to a combination with a wellcapitalized player, such as Kyocera Mita, who will otherwise find
itself at a significant competitive disadvantage.
Where does all this lead us?
HP, Canon, Toshiba/Brother, Konica Minolta/MemJet and potentially Kyocera Mita/Seiko Epson either will be, or could be, well placed to compete effectively in the channel. It leaves the others— Fujifilm, Xerox, Sharp (Foxconn parent), Ricoh, Ninestar/Lexmark and Okidata— all at a serious disadvantage. It also means that, as the key players are forced to fight it out with products that trend toward the lowest TCO (A4 page-wide inkjet array), the introduction of A4 to the previously dominant domain of A3 will be accelerated. As it’s accelerated, and as the legacy equipment resellers hesitate to embrace the trend because of the impact on their top line, the primary resellers of A4 equipment (i.e., the office-products resellers) will sense the opportunity to enter the channel. This is the developing scenario that underlies the prediction for a channel-convergence event. Next issue, we’ll explore the challenges a traditionally transactional business operator will encounter, despite offering a better-aligned value proposition, when selling to a customer base used to paying subscriptions for print related services as opposed to purchasing a printing or copying device in a simple business transaction. We’ll relate this dilemma to other developments taking place in the market as the larger organizations, such as Staples and Office Depot, make their moves toward service-based value propositions. ♦
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Dr. Dennis Curry
Workplace of Future
AI and IoT: Bridging Physical and Digital Worlds in the Workplace of the Future
K
The workplace of the future that we imagined at Konica Minolta is today becoming a reality. It’s a digitally connected environment in which personalization is enabled, collaboration is improved and data sharing and information management are automated.
onica Minolta is committed to playing a key role as a digital-workplace solutions provider. With Workplace Hub and its next-generation platform Cognitive Hub, we aspire to empower our customers with tools and capabilities for them to be flexible and adaptive, and to make great decisions. At the core of our development, we are placing Internet of Things (IoT), assistive Artificial Intelligence (AI) services and data analytics as key elements to connect people, spaces and devices. We also look to transform them into a digital cortex through which information flows easily and our customers can derive actionable insights from data collected about the overall context.
AI and the IoT for Well-being in Digital Workplaces
Konica Minolta is currently focusing on IoT and AI-enabled platforms to extend the network of human interfaces, enhance the collaboration amongst individuals and teams, and ultimately provide them with assistive services that are immediately and automatically actionable. We see AI as the ultimate User Interface—a layer through which users may access a variety of semantic-based and smart data services that offer improved and more-efficient ways for working and collaborating. With the ecosystem of solutions through Workplace Hub and in the future with Cognitive Hub, we aim to bridge physical and digital worlds (Figure 1). By connecting IoT devices with assistive AI services, we will be able to break the boundaries between digital and physical worlds to empower our customers within different workplaces, from offices to hospitals to manufacturers.
Collaboration in the Office Setting
According to several internal research studies1, Konica Minolta identified some of the most-relevant challenges systems such as Workplace Hub or Cognitive Hub aim at overcoming. In doing so, we hope to provide opportunities for employees to increase their creativity, efficiency and satisfaction within the 48
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Figure 1
workplace and their overall well-being. Therefore, exploiting cognitive services and data analytics, our solutions comprise the following services: • Task management. An augmented, intelligent system enables employees to focus on tasks that are more relevant to their company’s overall objectives, rather than ones they perceive as more urgent. • Integrated overview of information. Instead of organizing data in multiple folders with the consequent duplication of information, an automated system focuses on a task-centric approach, enabling teams and individuals to achieve a moreintegrated and efficient management of data. • Information-overload coordination. The coordination of many sources of information, including management of documents, emails and chat conversations, will leverage an optimized organization of tasks, as well as their deadlines and processes, and will enable a deeper understanding of the context in which teams and individuals collaborate. We Saw It In ENX Magazine
euro invested, 1,000 fewer accidents and a reduction in costs of 40 million euros (44.8 million USD) during the six-year study.
Autonomous Things
Figure 2
The Human Factor in Digital Manufacturing
In recent years, the increased complexity of the manufacturing sector, in combination with the introduction of advanced technologies such as IoT, Robotics and AI, defined what is known as Digital Manufacturing that is linked to a diverse set of macro trends (Figure 2). Konica Minolta is entering this context, focusing on the human factor2 to address customers’ problems and identify valuable solutions. Leveraging the manufacturing competencies of the company, our laboratories are committed to bringing more specialized components and technologies towards specific solutions, with a focus on Assistive AI services. Today with Workplace Hub, we offer our devices, platforms and services to simplify IT. Tomorrow with Cognitive Hub, we will orchestrate Assistive AI services, intelligent systems and applications that we develop with third-party services—all with the intention to create new value for our customers, making their everyday life smarter, better, and more creative. The redefinition of the manufacturing place, with the introduction of advanced technologies, specifically focuses on three core trend opportunities, highlighted by worldwide innovation communities3:
Well-being and Stress Detection
In Europe, about 225 million people aged 15-74 are economically active and employed. According to the European Agency for Safety and Health at Work4, injuries and accidents at work cost $476€ billion ($535.9 billion USD) a year. From a business perspective, increasing the safety of, and health in, the workplace reduces long-term costs by improving workers’ productivity, reducing absenteeism, reducing compensation payments and meeting public and private sectors requirements. As a clear illustration of the advantages of this approach, the safety and health program of the German butchery sector resulted in the following: savings of $4.81€ ($5.39 USD) for every
Autonomous things, such as robots, are powered by AI to complete and facilitate tasks and activities traditionally performed by humans. They operate with varying degrees of capability, coordination, and intelligence. For example, a robot could fully operate autonomously or in collaboration with virtually every application, service, or IoT object that incorporates some form of AI system. In other words, robotic systems are capable of operating in coordination with other intelligent systems or alone. However, fully autonomous things will not entirely replace human activity, and will instead integrate human ability which may trigger further human actions. In the context of manufacturing, autonomous things replace humans’ repetitive, tedious, tiring and sometimes dangerous activities. Autonomous production centers use humans for final quality checks, as well as general control and management of machines, equipment and facilities.
Augmented Analytics
The data scientist’s role is the gateway for the innovation of tomorrow, with ever-greater amounts of data to collect, process and clean, and analyze—data from which to draw strategic decisions or at least input towards such decisions. Given the vast amount of data, the key challenge will be the ability to select and combine the right data. Hence, augmented analytics represents an ability to utilize automated algorithms to navigate more solutions and reveal patterns that may not be visible otherwise. By 2020, about 50% of data science tasks will be automated, resulting in increased productivity and broader usage of data and analytics by citizen data scientists (non-professional data scientists)5. With the increasing number and quality of multiple data sets collected by these scientists, data insights will be broadly available across businesses, including analysts, decision makers and operational workers. The workplace of the future will be digitally connected and built on a foundation of AI that will drive just about everything, from IoT data gathering to decision making, transitioning the workplace from information-based consumption to information-based decision support. Integrating both AI and IoT solutions into the workplace will boost a business’ efficiency, productivity and bottom line. ♦ 1 The future of User Interfaces, March 2018. Konica Minolta Labs Europe https://research.konicaminolta.eu/white-papers/the-future-of-user-interfaces/ 2 The human factor in digital manufacturing, April 2019. Konica Minolta Labs Europe https://research.konicaminolta.eu/white-papers/ 3 Gartner Identifies the Top 10 Strategic Technology Trends for 2019 - https:// www.gartner.com/en/newsroom/press-releases/2018-10-15-gartner-identifies-the-top-10-strategic-technology-trends-for-2019 4 OSH – Occupational Safety and Health https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=COM:2014:332:FIN 5 How Citizen Data Science Can Maximize Self-Service Analytics and Extend Data Science (Gartner, September 2018)
We Saw It In ENX Magazine
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Ken Edmonds
Service Management
The Service Department: Charting the Current Challenges and Preparing for the Future I want you to think back in time, let’s say 35 years or so. You’re working for a typewriter company. The future looks rosy—typewriters are everywhere, and every company has a number of them, so demand for your service is steady. The future seems bright.
A
n announcement is made by a company that makes inkjet printers that are not office devices at all—they’re introducing a new product: the HP LaserJet. Your reaction might be “so what?” Just another fad, and people will always need a good typewriter. You could have moved your business in that direction, or maybe you had the opportunity to go into the copier business and thought “who cares?” Just another fad, they’re too hard to service and people will always need their typewriters. Then one day you look around, and the typewriter business is dead, nobody needs one, and nobody wants to buy a good one. The service business is non-existent.
The Current Environment
The current dealership model for copier dealers is facing a similar fate. The external forces in the business environment are facing dangers as real as the laser printer was to the typewriter, and just as hidden. Let’s talk about the changes in the market, as well as things you should consider while you still have a business.
Consolidation
One very real danger is that smaller dealers, as well as the markets they service, are being snapped up by larger dealers such as: • Marco • Visual Edge • POA • Novatech Collectively these dealers are acquiring small dealers every week. Marco is on pace to become a $500M dealer soon. The others are moving that direction as well. 50
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Staples/DEX
This merger may be the most-significant risk to small and mid-sized dealers. You might be in a smaller market and feel that you’re safe from the outside because of your market. If you have a Staples in town, you have DEX in town—and they will be working to steal your client base. It will take them a while to get things sorted out, but they will eventually disrupt your market.
What Happens
When any of the major players show up in your town, they will be offering a wide portfolio of products and services. They are all well run and very efficient at the important aspects of the business. Because of the economy of scale, they will change the pricing in your market as well as the customer expectations.
Competition and Declining Margins
Even without a major player in your market, the trend in our industry is for the competition to continue driving the pricing down. The belief is that to win the deal, we have to have the lowest price. The sad thing is that most businesses keep following this trend; it is reminiscent of lemmings marching over a cliff to their death. In most companies, the expectation is that service will continue to be the cash cow, generating the majority of the profit. The model expects service to generate 52% GP. If the page price continues to decline, then they expect service to cut the costs to maintain the margin. The result is a devastating effect on the service department. Since payroll represents the largest expense in the department, the declining
revenue makes it difficult to increase wages, and so the pay does not keep up with what technicians would earn in other industries. While this may not motivate long-term technicians to leave, it hurts morale. The lagging pay for the service department has another effect that is more important in the long run—it is increasingly difficult to attract the talent you need for the future. The supply of technical college students and trained military technicians grows smaller, and the remaining pool is not, and will not, be willing to work for substandard pay.
Aging Workforce
Many dealerships have tenured technicians, and while having experienced techs is invaluable to the service process and customer support, it poses a challenge as well. In some dealerships, the majority of the technical team is approaching retirement age, requiring the manager to start looking for their replacements. Something that often gets overlooked is the total cost of getting a new technician up to a fully competent level. When you factor in the reduced productivity in the initial stages of their career, the cost could exceed $75,000.
Future Challenges
The existing challenges are easy to identify and quantify. The real dangers are the challenges that are coming, some of which we can identify now.
Inkjet
All of the manufacturers are using inkjet technology in the new high-volume devices. Most seem to be working it into their plans for the future office devices as well. Canon, HP, and Epson all have mid-
We Saw It In ENX Magazine
range devices that are suitable for the office. Recent sales reporting indicates that they are grabbing an increasing amount of the print volume and new-device market. Many of the ink devices entering the market are designed for the end user to service and have very little, if any, scheduled maintenance. Some come with standard warranties that extend up to 36 months. It is true that ink devices use less energy and produce less waste, which is very good for the environment, but that makes it difficult to generate the recurring revenue our business model depends on.
Declining Volume
Industry research shows that in most segments of the market, page volume is either stagnant or declining. What limited growth there is comes from the production print area. As printers are moving
from analog presses to digital presses, there is still some growth for our industry. A second notable shift is a reduction in the A3-sized pages printed by clients. Most clients print entirely on A4 paper sizes, yet the sales team wants to sell the bigger A3 devices rather than the more-appropriate A4 device.
Changing Business Model
If you are paying attention to the articles and videos published recently, you find that many of the experts are talking non-stop about new billing models. Most of them involve flat-rate billing in one form or another replacing the existing CPC model we use now, which we base all of our financial benchmarks on. Most of the talk today is around the concept of something as a service. The indus-
try pundits use acronyms like Device as a Service (DaaS) or Imaging Device as a Service (IDaaS) to describe a flat-rate price for the client. This suits many clients because they don’t care about the device; they want the results. These types of agreements can be either positive or negative for the service department depending on the terms and conditions.
Unknown technology
Just like connected devices and laser printers disrupted typewriters, history indicates that at some point, technology will shift so the current devices are no longer as important. What may challenge our business? None of us know the answer to that question, but we should plan for and expect that disruption. Next month, I’ll discuss what the future holds for opportunities. ♦
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Britt Horvat
Technical Tips News Briefing
Rebuilding Decurler Transports: Xerox DCP 700, J75 and V80 Families—Part 2 Xerox Digital Color Press DCP-700/700i/770, Color Press C75/J75 and Versant V80, V180, V2100, V3100
I
n the previous article published in the March 2019 issue on these decurler transports, we went as far as replacing the four little white gears on the front end of the assemblies. Now we’ll take the disassembly a bit further and see how to replace the assembly’s upper and lower foam rollers, as well as some of the other smaller parts. In the parts book, the big orange foam rollers are called “Pene” rollers. There is one up top and one in the lower half of the assembly and they are both the same. The DCP700 parts book didn’t spare these, but the more-recent families (J75/C75 and V80) both list it as part number 059K56451 (also found under: DC700DTFR or V80DTFR). Let’s continue the procedure where we left off—removing the upper foam decurler roll: TOOLS REQUIRED - #1 Phillips-head screwdriver or 5.5mm hex driver - Small flathead screwdriver
#11). Pop off the front e-clip and bearing, and the upper decurler drive roll comes right out. Inspect the drive roll’s surfaces for any serious wear; if it has developed a wide groove where the pinch roll makes contact, it could potentially cause wrinkled copies.
DCP700 Decurler Transport
PARTS YOU MAY NEED - Decurler foam roll (DC700DTFR or V80DTFR: 059K56451) PROCEDURE-Part 2 1. Remove the upper decurler drive roll. At the rear end of the roll, remove one e-clip and the bearing. At the front end, it’s best to leave the black plastic retainer in place, as it can easily break if you try to remove it (photo
2. With the drive roll off, the drive back-up roll and its narrow metal shaft will drop off easily. Inspect and clean the single white back-up roll and its bearings. (photo #12) Remove the upper chute (four screws, photo #13) 3. Now you have access to remove the front rocker-arm support bracket. (one screw, photo #14) 4. Remove the upper decurler foam roll. Pop off the front and rear e-clips and slide the bearings off. Inspect the rocker arms, which support the foam roll, for damage. You can leave
Photo #12: upper back-up roll
Photo #11: Remove e-clip and leave the plastic retainer for the upper decurler drive roll. 52
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Photo #13: Take off the upper chute (four screws)
Photo #14: rocker-arm support bracket continued on page 54
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Rebuilding Decurler Transports: Xerox DCP 700, J75 and V80 Families—Part 2 inner of the two rocker-arm support brackets (photo #17). Removing the rear bracket makes things more complicated, so leave it in place.
Photo #15: lower chute
the rear rocker-arm and its bracket in place. 5. You already have the lower decurler drive roll off (refer to steps 4-8 in part 1 of this pair of articles). Now prepare to remove the lower foam roll by removing the lower chute (four screws, photo #15).
the top of the rear frame is helpful for reaching the e-clip with a tiny flat-head screwdriver). Next, go to the front end and remove the
8. Inspect the rear cam follower. This black plastic piece sometimes breaks (photo #18), leading to a lack of pressure on the upper foam roller. If yours is broken, a metal replacement cam follower is available (655N50090). A tiny e-clip at the rear end must be removed to get the cam follower’s shaft off. Photos #19 & 20 show how the new cam follower and its spring should be positioned. That should do the trick! Your decurlers should now keep your copies flat and beautiful. Happy repairs everyone! ♦
6. Inspect the 12 mylar feed-in guides on the lower chute for signs of damage or burrs (photo #16). Repair or replace them if necessary. Also, clean up and inspect the three drive roll back-up rolls—make sure the tiny bearings spin freely and remain seated firmly in the ends of the rolls. Note that these three rolls are identical to the one in the upper half. 7. Remove the lower foam roller. Start by popping off the rear e-clip and bearing (a rectangular hole in
Photo #17: lower-front rocker-arm support bracket
Photo #16: mylar feed-in guides
Photo #18: broken cam follower (black plastic)
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Photos #19 & 20: metal cam follower and its spring
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JUNE 2019
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