engage ‘n exchange
Be it Document
JULY 2019
VOLUME 26 NO. 7
Connecting People, Ideas and Products in the Document Technology Industry since 1994
or Workflow Process Management, Dealers Guide Clients Past Fears to Optimization and Profits
TRIAL BY FIRE:
UNPARALLELED CUSTOMER SERVICE, ACQUISITION STRATEGY KEEP RJ YOUNG MOVING FORWARD IMPLEMENTATIONS IN ACTION: DEALERS CONNECT CLIENTS WITH REAL-WORLD WORKFLOW SOLUTIONS GAME ON: EPSON PLANS TO PARLAY PRECISIONCORE TECHNOLOGY INTO DOMINANT INKJET MARKET SHARE RINGBYNAME SEEKS TO HELP DEALERS DIAL UP PROFITS THROUGH SCALABLE PHONE SYSTEMS
RJ Young’s Chip Crunk
ENX Magazine
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WE’RE GROWING AND HIRING NATIONWIDE FOR THE FOLLOWING POSITIONS SALES Professionals
SERVICE Professionals
• 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
IT Professionals
• Counsel Technology, IA • Dunn’s Business Solutions, MI • FastForward Digital Solutions, FL • Graphic Enterprises Office Solutions, OH • Graphic Enterprises, OH • Janco Office Systems, CT • Kenmark Office Systems • MCM Business Systems, WV • Mercury Document Imaging Co., Inc • Midwest Automation, NE • N2N Technologies Inc. IN
FINANCE Professionals
• 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
Contact us at CorporateRecruiting@visualedge.com and Find out How You can be a part of Growing Family of Visual Edge Technology!
How much work does your CRM do for you? AgentDealer, built on the Salesforce.com™ platform, leverages automation workflows to help you better manager your business processes. Automated workflows can take over some of the anoying busy work and allow you to concentrate on getting more done, like finding and closing more deals! Schedule a demo today and see how you can put a modern CRM platform to work for you.
AgentDealer Schedule your demo today @ www.agentdealer.com
The Sailor Group, Inc. | 13506 Summerport Village Parkway | Windermere FL 34786
A modern solution for the Office Technology Industry
VOLUME 26 NO. 7
Connecting People, Ideas and Products in the Document Technology Industry since 1994
engage ‘n exchange
JULY 2019
Be it Document or Workflow Process Management, Dealers Guide Clients Past Fears to Optimization and Profits
TRIAL BY FIRE:
UNPARALLELED CUSTOMER SERVICE, ACQUISITION STRATEGY KEEP RJ YOUNG MOVING FORWARD
28
DEALER SPOTLIGHT
IMPLEMENTATIONS IN ACTION: DEALERS CONNECT CLIENTS WITH REAL-WORLD WORKFLOW SOLUTIONS GAME ON: EPSON PLANS TO PARLAY PRECISIONCORE TECHNOLOGY INTO DOMINANT INKJET MARKET SHARE RINGBYNAME SEEKS TO HELP DEALERS DIAL UP PROFITS THROUGH SCALABLE PHONE SYSTEMS
In This Issue
RJ Young’s Chip Crunk
Trial by Fire: Unparalleled Customer Service, Acquisition Strategy Keep RJ Young Moving Forward By Erik Cagle
16 STATE OF THE INDUSTRY
Be it Document or Workflow Process Management, Dealers Guide Clients Past Fears to Optimization and Profits By Erik Cagle
22 WORKFLOW IN ACTION
Implementations in Action: Dealers Connect Clients with Real-World Workflow Solutions By Erik Cagle
36 CHANNEL INSIGHT
22
Game On: Epson Plans to Parlay PrecisionCore Technology into Dominant Inkjet Market Share By Erik Cagle
42 BUSINESS PROFILE
RingByName Seeks to Help Dealers Dial up Profits through Scalable Phone Systems By Erik Cagle
46 MARKET INSIGHT
Technology and the Changing Mix Between Product and Service Value Components
36
By Ian Elliott
52 SERVICE MANAGEMENT
The Service Department: How You Can Prepare for the Future By Ken Edmonds
55 PRINTER TECH TIP
HP LaserJet M452/M377/M477 59.F0 error message By LaserPros
42 6
56 DISPLAY ADVERTISERS INDEX •
www.enxmag.com | July 2019
We Saw It In ENX Magazine
INNOVATORS People with imagination. People who move the world forward. People like you. As technology continues to change the world we live and work in, Konica Minolta is transforming IT by simplifying it. Our game-changing range of IT solutions and managed services removes obstacles to productivity at work — making it easier to plan, manage and grow the IT environment.
We are putting people in control of their technology, so you can work smarter, collaborate easier, and be more productive. It’s IT on your terms. And innovation that delivers value. Discover the Workplace of the Future™ at reshapework.com
© 2019 KONICA MINOLTA BUSINESS SOLUTIONS U.S.A., INC. All rights reserved.
HERE’S TO THE
Contributors
Staff
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.
Susan Neimes Publisher & Managing Editor
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.
Erik Cagle Editorial Director
Ronelle Ingram Contributing Editor
G
2019 I
N
Th
A eW e ek In I M
G
OPEN NOMINATIONS FOR THE
2019 ELITE
Christina Kim Editor
engage ‘n ex engage ‘n exchange
DEALER AWARDS 8
engage ‘n exchange
México & Latin America
La Revista del Distribuidor Dealer Source
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Corporate Office
NOMINATION DEADLINE: SEPTEMBER 13, 2019
Susan Neimes - susan@enxmag.com Erik Cagle - erik@enxmag.com 10153 1/2 Riverside Drive, Suite 729 Toluca Lake, CA 91602 tel. 818-505-0022 • fax. 818-505-9972
Elite Dealer Nomination Form Available at www.enxmag.com
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
•
www.enxmag.com | July 2019
We Saw It In ENX Magazine
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All prices, rebates, and availability are subject to change without notice. Please call us to confirm.
Nuworld is not responsible for typographical errors or inaccurate specifications. Registered trademarks are properties of their respective owners.
Copiers • Printers • MFPs • Faxes • Scanners E m a il: info @ n u w o rld in c.co m
Order Online! www.nuworldinc.com
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Parts Order Hotline: 562.977.4949
All prices, rebates, and availability are subject to change without notice. Please call us to confirm.
Nuworld is not responsible for typographical errors or inaccurate specifications. Registered trademarks are properties of their respective owners.
NBS / ENX | July 2019
Since 1985
Your Prime Source T EL: 800.729.8320
FAX: 800.829.0292
REBATE PROMOS ALL INSTANT REBATE PROMOS ARE VALID THROUGH JUNE 30, 2019 TO CANON PREMIER PARTNERS OR WHILE SUPPLIES LAST!
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60
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• CFS Leasing Opportunities • imageCLASS Resellers Website
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MF743CDW MF745CDW
45
644CDW
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80
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MF269DW
MF426DW
• 40 pages per minute • 350-Sheet Capacity • 33.6 Kbps Fax Super G3 • Post Script 3 (MF426DW)
80 $115 REBATE
REBATE
w/ Duplex, W-Network
$
REBATE
75
$
115
$
REBATE
LBP654CDW LBP712CDN
3P
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All supplies & Parts available for prompt delivery! ENX Magazine | www.enxmag.com
All prices, rebates, and availability are subject to change without notice. Please call us to confirm.
Nuworld is not responsible for typographical errors or inaccurate specifications. Registered trademarks are properties of their respective owners.
Copiers • Printers • MFPs • Faxes • Scanners E m a il: info @ n u w o rld in c.co m
Order Online! www.nuworldinc.com
Blind Drop Shipping
Same Day Shipping
LaserJet Printers & MFPs ALL INSTANT REBATE PROMOS ARE VALID THROUGH JUNE 30, 2019 OR WHILE SUPPLIES LAST!
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100 $REBATE 120
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180
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REBATE M607DN
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BIG SALE!
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VALID TILL 6/30/19
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M452DN
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VALID TILL 7/31/19
VALID TILL 6/29/19
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$ $ 130 200 200 REBATE REBATE REBATE
$
M477FNW
M477FDN
M477FDW
VALID TILL 8/31/19
VALID TILL 7/31/19
VALID TILL 7/31/19
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Erik Cagle
State of the Industry
Be it Document or Workflow Process Management, Dealers Guide Clients Past Fears to Optimization and Profits
S
poiler alert! Get ready to hear this common phrase uttered by dealers in reference to their clients, when it comes to garnering time, process and margin benefits from optimized document and workflow process enhancements… They don’t know what they don’t know. Mention enterprise content management systems, and clients may respond with the slight, perplexed head turn of a puppy. Tell them you can automate their finance, sales, HR and operations processes, and they may nod respectfully. Process and workflow optimization references may sound good, but tell clients what they want and need to hear: they can save money, reallocate their resources, complete tasks in half the time that it currently takes, and rid themselves of paper-intensive processes. And when it comes to software solutions, act as a Sherpa. Be that tablet of Anacin and offer pain relief. Show them how a short-term investment can result in long-term savings. The wonders of document and workflow solutions begin with leveraging third-party software and ends with an integration rollout that meets—and even exceeds—expectations. The accompanying article provides solid examples of dealers who have helped clients do more with less, while saving a buck or two in the process. Here, we’ll examine the challenges customers face, and see what solutions dealers offer to introduce more automation into their operations.
THE BIGGEST THING WE’VE SEEN IS CLIENTS HAVE INFORMATION RESIDING IN MULTIPLE AREAS, WHETHER IT BE THEIR ERPS, ACCOUNTING PROGRAMS OR AN EXISTING CONTENT MANAGEMENT SYSTEM. Brad Yocum, Function4
Easy Integration
Function4, with headquarters in Houston, relies on a pair of go-to information management solutions, namely M-Files and ShareSync. According to Brad 16
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Yocum, market manager, M-Files has a robust and easily integrated workflow capability that allows them to tie into different databases and existing content management systems. This prevents clients from having to completely upload or convert their existing platforms. Function4 turns to ShareSync for customers whose requirements are not as robust or have particular workflow needs. Yocum notes that smaller customers are more well-positioned for ShareSync. With M-Files, Function4 has set up multi-tenant cloud storage to provide clients with a more costeffective solution. While Function4 doesn’t necessarily cater to a given vertical, some of its largest client build-outs have been done for financial services, medical and manufacturing concerns. Those have been some of the more-intricate and involved systems that tie into pulling in database and electronic record information. “The biggest thing we’ve seen is clients have information residing in multiple areas, whether it be their ERPs, accounting programs or an existing content management system,” Yocum noted. “It may be outdated and not as robust as they would like. We’re pulling all of that information together in a most cost-effective manner.” The Flex Technology Group (FTG) is an example of an industry consolidator that is seeking to unify its solutions offering. Consisting of a dozen enterprises, FTG onboarded firms that do not have solutions commonality across the platform, so it enlisted the services of Steve Behm—the former vice president of sales for DocuWare—to develop a unified portfolio. Thus, it’s not surprising that Behm and FTG are relying on DocuWare for business process improvement. He notes that FTG has a partnership with HP for developing workflow automation apps at the device level that lead into other content management systems in the market, such as DocuWare and SharePoint.
The Guiding Light
Behm points out that several operating companies in the FTG chain have some vertical focus, such as
We Saw It In ENX Magazine
continued on page 18
Be it Document or Workflow Process Management, Dealers Guide Clients Past Fears to Optimization and Profits Holistic Approach
MANY COMPANIES HAVE PROBLEMS, THEY REALIZE THERE ARE BOTTLENECKS ALL OVER THE PLACE. Steve Behm, Flex Technology Group
large law firms on the enterprise side, while other dealers focus exclusively on SMB players. But one of the challenges many clients have in common is their need for guidance. “A lot of clients ask, ‘Where do I start, what do I do?’” Behm remarked. “Many companies have problems, they realize there are bottlenecks all over the place. Unfortunately, they really don’t know who to turn to, what products are in the marketplace and how they can get started on addressing them. We provide that education to help them to get started.” Imagine Technology Group (ITG) of Chandler, Arizona, taps DocuWare and Laserfiche as their go-to content management solutions. ITG favors DocuWare for its SMB clients and Laserfiche as a scalable product that fits well with enterprise organizations for its complex workflow and capture ability, according to Mark Lasinis, director of technology. “The powerful workflow engine behind Laserfiche is so important,” he said. “I don’t want to have to log into the content management system to get my information. I want to be in my ERP space, have it show me all of the invoices for the last two weeks, and have them pop up in my screen right from the document management system. I want to be able to approve them on the document, have it send appropriate information to the ERP, and then send it to the next person. It’s not just a onetarget interface.” In breaking past the “don’t know what they don’t know” barrier, Lasinis believes dealers need to take the lead in helping customers forget about their unproductive processes. Dealers should offer a proof-of-concept demonstration to see the value of a new system.
IT CAN BE A CHALLENGE GETTING THE CLIENT TO SEE HOW A SYSTEM CAN AFFECT AN ENTIRE COMPANY, NOT JUST A PARTICULAR DEPARTMENT. Mark Lasinis, Imagine Technology Group
Lasinis also takes a negative view of point solutions, especially those that have a document management workflow module built into it. He also believes they are quite limited and paint the end user into a corner when it wants to extend into an accounts-payable solution, for example. “When you offer a system like Laserfiche or DocuWare, you can get customers to see the advantage,” he said. “It really requires either high-level involvement or cross-departmental involvement, so they can see how it works for both of them. They don’t have to buy two different systems to do two applications. They can buy one system that ties into both and serves a purpose for different departments. It can be a challenge getting them to see how a system can affect an entire company, not just a particular department.” While Novatech of Nashville, Tennessee (with 14 locations in the southeast) caters to virtually all business verticals, it has found particular success in the office function of accounts payable, a particularly labor-intensive segment, by providing a fairly immediate return on investment. John Sutton, national director of sales, notes that by automating the processes of content end-date and approval, it allows customers to turn business around quickly and reap a more-consistent throughput in a shorter timeframe, lessening costs.
WHEN YOU TALK ABOUT USING WORKFLOW TO AUTOMATE THINGS, MAKING INFORMATION AVAILABLE ON MOBILE DEVICES AND UNIFYING THEIR CONTENT STRATEGY, THEY AGREE WITH THE CONCEPTS BUT DON’T ALWAYS UNDERSTAND THE TRULY POSITIVE IMPACT UNTIL THEY SEE THE RESULT. John Sutton, Novatech
On the solutions side of the house, Novatech employs M-Files as a content management platform and PSIcapture from PSIGEN on the front end. Sutton feels M-Files offers several key value propositions. One is an Intelligent Metadata Layer (IML), which allows the product to search multiple repositories of content, whether it’s the product itself, other line-of-business applications or areas of content storage like email and folder structures. It gives users the ability to crawl all those sources and unify the content in one platform. Coupled with PSIcapture, it can streamline the process of content capture on the front end. Part of the challenge for end users is understanding the concept and how it impacts them logistically. “When you talk about using workflow to automate things, making information available on mobile devices and unifying their content strategy, they agree with the concepts but don’t always understand the continued on page 20
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Be it Document or Workflow Process Management, Dealers Guide Clients Past Fears to Optimization and Profits truly positive impact until they see the result,” Sutton notes. “Another challenge is getting customers to understand what the redesign looks like. We always detail what the outcomes should be, but getting clients to mentally view that is sometimes a bit of a challenge. But we work through that.”
Education in Production
Taking a somewhat different tack than many dealers, Advanced Imaging Solutions (AIS) of Minnetonka, Minnesota, traffics in the workflow associated with production printing build-outs, particularly for large school districts. It integrates Papercut cost-recovery software and print management software from Rochester Software Associates.
THESE SCHOOL DISTRICTS HAVE TO FEEL CONFIDENT THAT OUR TEAM CAN COME IN AND GIVE THEIR PEOPLE THE IN-HOUSE TRAINING, PROVIDE VIDEOS AND MAKE IT AS EASY AS POSSIBLE SO THAT TEACHERS CAN HAVE THAT WARM, FUZZY FEELING OF ‘WE CAN DO THIS.’ Stephanie Keating Phillips, AIS
Adding in-house production print services within a school district is no easy task. But bolstering productivity while providing cost savings is a conversation starter that AIS has enjoyed much success with in recent years. The flip side, according to Stephanie Keating Phillips, director of solutions for AIS, is overcoming the mindset of how teachers have operated for generations. It is here where training takes on added significance. “These school districts have to feel confident that our team can come in and give their people the in-house training, provide videos and make it as easy as possible so that teachers can have that warm, fuzzy feeling of ‘we can do this,’” she said. That comes with some caveats. Teachers are accustomed to waiting until the last minute to make their copies, and now in a production print environment, it requires planning. However, they can also place their print orders from the comfort of their living room couch at night, and be able to pick them up the following day. Phillips noticed, particularly in the early days of implementing production systems, that the districts’ IT departments “didn’t want a lot to do with this project.” It only took a few installations for AIS to realize that their involvement was imperative. “For one, we’re on the server, and we’re utilizing software, so it’s important that IT is intermixed in this conversation,” she said. “They have to understand the capabilities of the software. It is going to have some glitches and we’ll have to make changes. Plus, there’s going to be times when you need to do updates. So it’s important that you’re on the same page with the IT staff.” ♦
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Erik Cagle
Workflow In Action
Implementations in Action: Dealers Connect Clients with Real-World Workflow Solutions
A
s a complement to our state of the industry feature on workflow solutions, we’ve asked our panel of dealers to provide examples of actual implementation opportunities they were able to capitalize on. These real-world solutions speak to the dealer’s ability to leverage ingenuity, opportunity and a strong software package to solve a client’s challenges and create opportunities for future software and hardware play within that satisfied customer.
Head of the Class
Advanced Imaging Solutions of Minnetonka, Minnesota, has carved a solid niche for itself in serving a healthy portfolio of large school districts with software solutions and production printing centers. So when a local district put out an RFP to lease about 40 MFPs, Stephanie Keating Phillips, director of solutions of AIS, and her team scheduled a visit to meet with the district’s business and IT managers. Phillips was duly impressed with the school district’s MFP ar-
Production printing solutions have helped increase efficiencies and reduced job bottlenecks 22
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senal, and she had some ideas on how to use software to enable the district to achieve better management of their printing from a cost and productivity standpoint. And perhaps the district did not need quite as many MFPs on campus, and would benefit from the addition of production printing units. The idea she proposed was for users to route higher-volume jobs that were being done at printers to production machines with multiple finishing options. Essentially, the school would have its own in-plant, of sorts. The client was intrigued, and wanted to know more. That’s when AIS pounced. The team explained that it could use PaperCut software for authentication and usage rules. Users would “badge in” at a device, which would have the usage parameters for the individual. And for any job over a certain volume threshold, such as 500, it would automatically be pushed to a production unit. “The task was getting people into the mindset of doing that and trusting that their jobs are going to be returned properly and We Saw It In ENX Magazine
on time,” Phillips said. “There are no lines of teachers waiting to use a machine.” The second step involved designing the production room and helping the district organize staff to run the operation. AIS installed two black units with finishing capabilities such as booklet making and perfect binding, along with one color production machine. In the process, AIS was able to downsize the copier fleet by almost 80 percent. The next step involved showing users how to leverage WebCRD web-to-print software from RSA to facilitate job ordering. It’s as easy as ordering from Amazon, according to Phillips. Users submit their files from any number of formats (PDFs, jpegs, tiffs) that are routed to the production center. A job ticket is created, the production staff chooses the machines and other parameters, and the users are notified when the jobs will be completed. “The client was thrilled,” Phillips noted. “We’ve done it for other school districts where they started with nothing, and built these different infrastructures for them.” continued on page 24
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Implementations in Action: Dealers Connect Clients with Real-World Workflow Solutions The Good Hands Dealer
One key to any software solution is its ability to tie in information into a uniform fashion that can be rendered by the user. Nashville-based Novatech worked with a company that processes insurance claims. The client receives content from various dealers and vendors that have various document structures. The forms generally contained static content, but the documents were always designed differently.
“We built a process that allowed the customers to automatically have the document identified at the point of capture, whether it was a scanned, emailed or electronic submission,” said John Sutton, national director of sales for Novatech. “Then, based upon the identification of that document, it would kick off a workflow process that would route it to the appropriate person for handling. “The system would notify the appropriate person through a PC, tablet
Be it mobile access (top image) or desktop log in, Novatech’s workflow enablement simplifies the document journey
Healthier Outcomes
Health care institutions, long known for producing a ponderous paper trail, have greatly benefited from automated workflow solutions. Function4 of Houston recently provided process relief to a large diagnosis center that, like many of its contemporaries, suffered from the scourge of siloed information. The goal was to unite the disparate information buckets— insurance, billing, accounting and health care records—into a single system for easy access and processing. “We started with creating electronic forms for staff to register the patients on iPads,” explained Brad Yocum, market director. “That information is then integrated with their EMR and accounting systems. All of the information related to the patient, from a billing, insurance and accounting perspective, is also accompanied by their EMR. So
when the center is looking for information on a particular patient, they have all of it residing in a central location.” As a result, the center was able to eliminate all paper forms and hand-written documents that formerly required being entered into the accounting system. As the center handles hundreds of patients per day, the new system eliminated a tremendous amount of clerical input. Function4 is currently working with the client on a number of other different integrations. Yocum said the integration process took upwards of 45 days for completion. Much of the time was spent coordinating resources on both Function4’s and the client’s end. It entailed collecting input from a number of the aforementioned departments, conferring and training—all done while the center’s employees had to focus on day-to-day tasks.
or mobile device. That person would immediately be presented with the content, and they would have some sort of decision-making process, such as approval or rejection. Once the choice is made, the content would be routed to the next person within that cycle. That leads the workflow to a tangible result.” The workflow overhaul updated a process that was heavily manual, according to Sutton. The new, heavilyautomated process includes more specific procedural outcome for the client. As a result, the customer gets more throughput with less effort and fewer people, at a much lower cost. This produced a tangible ROI for Novatech’s client in a condensed timeframe.
The Giving Spirit
Knowing your customers is perhaps equally important as knowing your own dealership’s capabilities. Take charities for example. Their expertise lie in raising funds, accepting donations and converting resources for those in needs. Using databases, digital workflows and software to automate processes…perhaps not so much. FlexPrint, the base operations of a 12-dealer organization under the Flex Technology Group (FTG) umbrella, was recently tasked to provide a workflow automation solution for a large charity, with the epicenter of the client’s needs residing in the accounting department. According to Steve Behm, the company’s new vice president of professional services, the client wanted to capture all of the invoicing, shipping and other related documents while reducing or eliminating the paperintensive process it had relied upon for many years. They wanted to automate their processes and save money. continued on page 26
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Implementations in Action: Dealers Connect Clients with Real-World Workflow Solutions FTG was able to deliver the process via DocuWare (Behm, incidentally, was vice president of sales for DocuWare prior to joining FGT). Doing more with
less is obviously critical for a not-forprofit organization such as the client. “In their world as they keep continuing to grow, the less people that
Doing more with less, courtesy of DocuWare, allows Flex Technology Group to enable a cleaner, smoother process for its non-profit client
Signed, Sealed, Delivered
If there was one client that was ever in need of a workflow process revamp, it was this customer of Chandler, Arizona-based Imagine Technology Group (ITG). The customer sends out worker injury claims to its client’s end users, which number nearly 3,000 documents per day. ITG’s client would print out the documents in no particular order—an eight-page document for company A, a two-page document for company B, and a six-page document for company C. Mailroom employees would then take the documents, manually fold them and insert them into envelopes for mailing. In what was perhaps the biggest rub, the employees would have to fold many of the document packets differently to position the mailing address to appear in the window. There could be 20 to 30 different clients, and the mailing address was variably placed. It provided for a highly manual-intensive process to marry the forms with the proper address positioning. Mark Lasinis, director of technology for ITG, turned to FlexStream, an output management software, to provide
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the client with much-needed relief. ITG used the software to analyze the PDFs, determine their first and last pages, scrape the address off, send them through a system to cleanse it, and have it sorted in order to lower the cost of postage. A cover page was added, to which the mailing address was applied to a static position, and each page was bar coded. Thus, when the document packages were put into a folder/inserter, the client would be assured all the correct pages were being sent to the intended recipient. This helped assure HIPAA compliance and eliminated the chance for human error. “Now, once the client releases the job, the software program does all of this work behind the scenes and immediately starts printing them out,” Lasinis said. “They can then put the printed stacks into the inserter, take the finished envelopes out of the other end and run them through the mailing machine.” Where the process formerly took a day among four employees (including the department manager), it is now completed in half a day, at most, courtesy of one operator. As one employee was retiring, her po-
they had to bring on, the better they can serve their customers and their needs,” Behm said. “That was really the cost side of it: how do we not bring on more people? That was their ROI.” The difficulty for FlexPrint was transforming the operations digitally, and the pushback from users who were accustomed to the previous workflow. Even in trying to set expectations for what the new workflow would look like, it required much hand-holding and assurance that the new workflow would pay dividends. “You’re in a bit of a major learning curve going from analog to digital in a workflow process,” Behm related. “That’s the challenging side of it. That also creates a time lag of getting to the point where people understand this is what we’re going to build and this is what we’re going to roll out. But once we get to that point, usually in a month or two, we can get that done.” sition did not need to be filled, and the two other workers can focus on other tasks. And that was just the initial savings. The client spent $50,000 a month on postage, but now that it’s collated and presorted, they’re likely saving about five cents per mailing piece. The client is also purchasing its own mailing permit for preprinting on envelopes, which will provide additional savings. The deployment is so recent that the client hasn’t fully calculated its overall savings. ITG also stands to benefit from the process automation, as the client is using a portion of its savings to upgrade their copier systems. In the post-sale feedback sent to the client, ITG received six stars…on a scale of one to five. “The customer could not have been more pleased,” Lasinis offered. “It allows us to look at other parts of their business. The customer’s attitude is, ‘If we can do this just on the mailing portion, and you specialize in workflow automation and document management, what other areas of our company can you help us with?’ Their CFO absolutely loves us and our involvement.” ♦
We Saw It In ENX Magazine
Erik Cagle
Dealer Spotlight
Trial by Fire: Unparalleled Customer Service, Acquisition Strategy Keep RJ Young Moving Forward
T
he day was March 29, 1998. Chip Crunk stood perched on a forklift and addressed his employees on the sad reality of what lay before them. RJ Young’s building was a pile of smoldering ashes, having burned to the ground the previous day. The president and CEO of the Nashville, Tennessee-based company—with all of six months logged in the top executive’s chair—didn’t have any idea at that moment what he would do. But he knew what to say. “I said, we’ve had a situation happen here, but we have to make sure it’s an internal issue and not an external one,” Crunk related. “I told them, go out, take care of the customers, and when you come back this afternoon, I’ll have a plan.” Crunk ensured the internal chaos would be opaque to the customer. He obtained five temporary offices throughout
RJ Young hosted a series of events to give customers and prospects the opportunity to learn more about Ricoh interactive flat panel displays. The Gulfport, Mississippi, team, from left, are Brett Fleenor, Lindsey Keen, Kasey Peterson, Ashley Tisdale, Eric Saffle 28
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Chip Crunk, president and CEO, RJ Young
Nashville to house RJ Young’s operations, and it would be a year and a half before the company was reunited under one roof. Regardless, the dealer’s employees pulled together and ended up having a growth year in 1998. Fast forward 21 years, and the fire is just a memory and a testament to what the dealer can accomplish. RJ Young, founded as a printing company in 1955, has flourished as an office technology dealership, registering sales of $127 million, backed by 30 locations. The company’s sales reach covers Tennessee, Mississippi, Alabama and portions of North Carolina, Florida, Louisiana, Kentucky, Virginia and Georgia. The business has been buffered by a trio of acquisitions in 2019: Business Electronics of Birmingham, Alabama; Automated Imaging Systems of Monroe, Louisiana; and Digitec of Jackson, Mississippi. RJ Young carries the Canon, Ricoh, Lexmark We Saw It In ENX Magazine
and HP lines, and it provides IT services, production printing, outsourced printing and promotional products. The dealer also furnishes document management workflow solutions, interactive white boards, digital signage and phone systems, among other ancillary products and services. RJ Young’s growth is such that it is preparing to move into a new 400,000-square-foot facility (it is renting out half of the space) in the coming months. We spoke to Crunk to learn about how RJ Young’s acquisition strategy and depth of offerings beyond the MFP box are enabling it to garner a growing stronghold in the southeast. How is business so far in 2019? CRUNK: It’s been very strong; in fact, March was the biggest sales month we’ve had in our history. Our managed IT division is growing and we’re still seeing consistent growth in our MFP business. Managed print continued on page 30
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Trial by Fire: Unparalleled Customer Service, Acquisition Strategy Keep RJ Young Moving Forward What do each of these dealers bring to the table for RJ Young? Is there a common denominator among them? CRUNK: The common thread is they have a good sales pace and a strong service team. I think our business is changing to a point where it’s making it more difficult for the smaller, under $10 million dealers to compete, when you consider the infrastructure it takes to support the products today. It enables us to integrate them into our systems and bring additional services such as software, production print and managed print to really grow those businesses even further. In 2018, RJ Young received the Ricoh award for Highest Commercial/SMB Revenue at the ConvergX conference in Las Vegas. Shown from left are Jim Coriddi, vice president dealer division, Ricoh Americas Corporation; Joji Tokunaga, president and CEO, Ricoh Americas Corporation; Hunter McCarty, executive vice president, RJ Young; Jake Yamashita, president and CEO, Ricoh Company, LTD; Jay Mohr, comedian
and production printing have been our biggest growth areas. We’re enjoying 50 percent year-over-year growth for production. We’ve won a lot of large institutional contracts, which have been a growth key. We instituted a bid desk to handle bids throughout all of our locations to ensure they’re being handled in a proper fashion, and we’re seeing lot of success with it. What does RJ Young pride itself on? CRUNK: We offer unparalleled customer service. Even though we are in a commoditized industry, we focus on providing additional opportunities in our space, products and services that a lot other dealers are not doing. One example is we’re the internal leasing arm for everything that we sell, which creates another value-add point for us to use. During 2019, you have acquired dealers in Alabama, Louisiana and Mississippi. How do these companies advance your growth strategy? CRUNK: We like to strengthen the existing markets we compete in. We acquired in Jackson, Mississippi, and we are the number-one player there, so the deal increases our market share. We also feel that if we can acquire a company 30
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that’s in a market we’re already in, we likely can eliminate 20 percent of the cost structure from that business, and make the return on investment a lot earlier. Alabama was another opportunity where we were among the top players before the deal, and now we’re close to becoming the dominant player in the Birmingham area. Louisiana represented a brand-new location for us, our first entry into that state. We cover about the northern third or half of it and we’re trying to go deeper and wider into that space.
Given the strong competition for acquiring top-performing dealers, 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? CRUNK: The acquisition front has really changed over the years. There are only a few companies aggressively going out and trying to acquire new market share. I used to spend a lot of time focused on companies we could acquire, but not as much now because they’re actually coming to us. They’re familiar with our company, what we’ve done and how we’ve been able to grow in other markets we’ve acquired in. We have a good reputation in the industry of
The RJ Young leadership team is excited about the construction of the new Nashville, Tennessee headquarters opening later this year. Pictured from left are Matt Baker, Mike Noffsinger, Jason Bordwine, Chip Crunk, AJ Baggott, Hunter McCarty, Ralph Mello and Steve Huff continued on page 32 We Saw It In ENX Magazine
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Trial by Fire: Unparalleled Customer Service, Acquisition Strategy Keep RJ Young Moving Forward
RJ Young team members celebrate the opening of the dealership’s new Winston-Salem, North Carolina office in May
taking care of them once we do integrate a dealer into our system. Many of these small companies have come to a point where they cannot grow the business because they do not have the resources it takes to really go into the peripheral products and expand customer share. Given the additions you have made in 2019 alone, what has been the key to harmonizing the integration process? Are there any challenges in this regard? CRUNK: We used to have challenges, but once you get the process down, it’s really not that complicated. It took several years to get to that point. In fact, the first acquisition we did, a company in Chattanooga, Tennessee, frankly didn’t go all that well. We didn’t do a good job at it, mainly because we didn’t know how to do it. The second deal we did was in Hattiesburg, Mississippi, and I basically lived down there for a year to figure out the process and make sure we didn’t make the same mistakes again. Now that we have the system in place, it’s pretty much a seamless program. Each individual department of our company knows what areas they’ve got to focus on, and they just take care of it. One thing we’ve learned is that it’s essential to have an RJ Young person on site so they can understand how we do business. Also, integrating their culture into our organization is a challenge. Another one of the things we find is a lot of the companies we acquire are not 32
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used to the path or rapid growth pace that we’re expecting. That creates a lot of challenges for people. What does your M&A pipeline look like at the moment? Are there geographic or product-driven markets you are currently pursuing? CRUNK: The pipeline is strong. In fact, I’ve got a lot more opportunities than I’ve got time to implement. In some ways, it’s a good problem to have. I think a lot of the smaller dealers out there are looking to get out. They realize the business is changing and it’s going to be more difficult as time goes on for them to compete in this industry.
From production printing machines to wide-format and interactive whiteboards, RJ Young has a strong menu of offerings. Can you talk about the role these have played in fostering organic growth and providing that point of differentiation? CRUNK: We want to be a one-stop shop for our customers, so they can look at us as a partner that can handle whatever opportunity may be there for them and help them be more efficient in their business. If all you’re selling is just the MFP on price, eventually your business is going to start going down. If we’re going to continue to grow, we need to find a way to go deeper and wider with our customers. For production printing, we’re focusing a lot on CRDs and in-plants. What makes production so strong is that it is a sophisticated product and sale. It limits who can actually do that. You have to be a certain size to have the capacity to handle a product like that, just from the mere cost it requires to get into that business. What was your dealership’s biggest win last year? CRUNK: The entire campus of Florida State University, which translated into a $4 million contract. It was a true solutions sale and entailed integrating soft-
The crew at RJ Young officially welcome a family into their new home, built in conjunction with Habitat for Humanity continued on page 34 We Saw It In ENX Magazine
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Trial by Fire: Unparalleled Customer Service, Acquisition Strategy Keep RJ Young Moving Forward ware, production print and hardware. We were looking at how we could optimize the efficiency within the entire university to deliver a true solution, which is more than just quoting a box and being the low-cost provider. The whole process took about a year. There were a lot of opportunities there, but it was a long and slow sale. It’s an expensive endeavor because you’ve got to invest a lot of time and resources to make it happen. But there’s the risk that if you don’t get the deal, you’ve spent a lot of money and you don’t have anything to show for it.
What are your goals for the next 12-18 months? CRUNK: Our general goal is to have 10% internal growth annually, and 5% through acquisitions. This year we’ll exceed that 5% acquisitions mark, and it will probably be 16% by the end of this year, just because there happens to be a lot of opportunities.
What was your biggest challenge in the past year? CRUNK: Finding quality employee candidates. Different markets are easier than others, so it depends on how strong a given marketplace is. When you’re growing really fast, it requires a lot of new talent and you’ve got to make sure that you don’t grow faster than your talent does. Otherwise, it will have a negative impact on your customers. Talk about how the We Make It Right guarantee strengthens RJ Young’s value proposition. CRUNK: You have to do the right thing, and that holds true in life. I really don’t think customers mind when you make mistakes, but they mind when you don’t do anything about it. One of the things we do is monitor our equipment and the reliability of it. We probably replace 50 to 75 units every month. Not because the customer asks us to, but because the gear is not living up to our performance standards. We never want to be in a situation where the customer deems we need to do something about an issue. If we’re doing our job right, we’ll do something about it before the customer knows anything. We extend that philosophy across the board—a technician can make a call to do the right thing, and we make sure our sales people have the ability and the authority to do the right thing. As long as we’re hiring quality people, I have no concern with them making the right call. 34
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Shawn Fowler, an RJ Young regional shop manager, sets up equipment to be delivered
We want to continue on the acquisition trail. I would like to do three more in the second half of this year. Ideally, we would like to go into one new market every year. I suspect we’ll probably have two new markets this year, and continue to shore up some of our existing markets where I’d like to have more share. Our plan is to stay in the southeast. I don’t like cold weather, so I stay in the south. It’s probably not a good business approach, but it’s what I follow. There are too many opportunities in the south to be looking somewhere else. How do you view the industry changing in the future, and what are you doing to adapt? CRUNK: Consolidation is continuing to happen and I think we’re going to see even more of that. In the long term, you’re going to have large, regional players and the direct operations. It’s going to be tougher for the smaller guys to compete, just because of how the business is changing. I’m making sure we’re positioning our company to be one of those large regional players. We’ll continue to see the venture capital
firms, but the type of acquisitions they’re looking at are different than ours—only some overlap. They’re looking at the $40-$50 million dollar dealers, and we’re looking at opportunities up to $20 million. Most of these dealers are mature businesses that have been around a long time, working in lifestyle businesses. But they realize if they don’t do something eventually, the business is probably not going to be there. The times have changed. You don’t see many startups anymore. That’s just the way it is. What do you enjoy the most about your job? CRUNK: The favorite part to me is seeing other people grow and meet their potential. It’s like being a coach— you’re there to develop and mentor people, and give them the tools and the resources they need to maximize their potential. All individuals want is to have an opportunity. If you get the right people in there who want to take those opportunities and run with it, then we’ve done the right thing. Watching people develop is my passion. How are you faring with bringing aboard younger employees? CRUNK: I think we’re doing well. We have a huge amount of millennials, the 30-and-under set, that account for at least half of our sales force. I’m excited about this workforce. They work differently than my generation does, but they get the job done. A lot of us have been in business 40-50 years, and we have to change with the times. If we do business today like we did yesterday, we’ll be out of business in the future. Outside of work, what do you do for fun? CRUNK: I keep a boat in the Bahamas and I like to go there once a month for a few days. We do a little diving, fishing and island hopping. I stay in touch with my business, but I can usually take care of everything in about an hour a day. I used to play a lot of golf, but then I had kids and decided I wanted a hobby that the family could do. So I decided to get into boating. ♦
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Game On: Epson Plans to Parlay PrecisionCore Technology into Dominant Inkjet Market Share
W
hen he was looking toward the next stage of his professional career, Joe Contreras saw in Epson a value proposition that was different, meaningful and exciting. Having spent a lion’s share of his career on the toner side, the inkjet proposition certainly applied to all three characteristics. It now dominates the consumer space and has garnered widespread acceptance on the industrial end. But what about office inkjet? Despite being a $10 billion global performer, Epson is often relegated to consumer-product mindshare. Yet more than $6
Joe Contreras, commercial marketing executive, office solutions, Epson America 36
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billion of that total comes from sales of inkjet product, and now it’s targeting the office market. In a span of 100 days, Epson has mounted a marketing, sales and service team that is currently spreading the inkjet gospel to the office technology dealer space. As the office printing segment of the market is predicted to shift from laser to inkjet over the next several years, the OEM knows it has a potential valued place in dealer portfolios and aims to play an instrumental role with their technology transitions. This is not a manufacturer that takes on such an initiative lightly; Epson enters markets with the intention of garnering top billing, as it has with point-of-sale printers, projectors, photo scanners and photo printers. Success is expected, planned and mapped precisely. While Epson may not necessarily view itself as a catalyst for the paradigm shift, its unique PrecisionCore technology serves as the foundation for its trio of color and monochrome inkjet MFPs for the office. In a channel segment that is starving for the next “big thing,” Contreras and Epson believe the inkjet story is one well worth discovering. On the heels of its ITEX rollout, we spoke to Contreras to learn more about what role inkjet can play in the dealer arsenal. Tell us about your career path leading up to your current position at Epson. CONTRERAS: I’ve been in the industry since 2000. I joined We Saw It In ENX Magazine
Toshiba as an assistant product manager and worked my way up through the organization over the course of an 18-year career. My journey into the printing world came about by chance, more than anything. I started in the PC networking industry, but I aspired to work for a larger corporation. I had applied to Toshiba thinking I would be pursuing a job in the PC industry, only to find out during the interview that it was a product marketing position for fax products. I knew what a fax machine was, but I don’t think I’d ever actually used one all that much. Still, I decided to make a slight career shift and that’s where I got my start in print. It’s been a successful career for me so far. I’ve been afforded the ability to have a number of different roles in marketing, business planning and business development. I’d been a part of startup initiatives throughout my career, including the digital signage business at Toshiba. When I joined Epson about four months ago, part of the allure for me with the business inkjet was that startup feel, as well. What has been your focus during the first few months as Commercial Marketing Executive – Office Solutions at Epson? CONTRERAS: My core focus in the first 90 days was centered on understanding our product portfolio and our go-to-market strategy in the program that enables dealers to sell. I’m working with the team and my continued on page 38
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BUSINESS PRINTING AS IT SHOULD BE EPSON and PrecisionCore are registered trademarks and EPSON Exceed Your Vision is a registered logomark of Seiko Epson Corporation. All other product and brand names are trademarks and/or registered trademarks of their respective companies. Epson disclaims any and all rights in these marks. Copyright 2019 Epson America, Inc. *Source IDC, 2017 (Based on extrapolation from IDC Inkjet Forecast data, includes SOHO and SMB Market) – Consumer Unit Shipments: IDC Worldwide Single-Function Printer Forecast, 2016-2020, IDC Worldwide Multifunction Peripheral Forecast, 2016-2020, Wide-Format Unit Shipments: IDC North America Large-Format Printer Market Shares, 2015, Production Print Volume: IDC U.S. Production Page Volume Forecast 2016-2020, Office Unit Shipments, IDC Worldwide Single-Function Printer Forecast, 2016-2020
Game On: Epson Plans to Parlay PrecisionCore Technology into Dominant Inkjet Market Share counterparts in Japan, understanding what the current portfolio looks like and what we need to enhance to go forward. One of our big objectives this year, aside from selling products, is recruiting and activating dealers. How do we do that— what type of programs and support and sales enablement materials do we need to produce to advance that effort? How was Epson able to assemble sales, service, field marketing and technical sales teams in just 90 days? What was the key to finding the right personnel? CONTRERAS: I came aboard midstream, so it was initiated by Mark Mathews and my counterpart in sales, Patty O’Brian. In order to have success around business inkjet, it requires partnering and going after the BTA channel. That was the profile of the sales, personnel and support staff we were looking for; those individuals who had come from the printing industry, who knew how the channel works, could speak the same language and knew the types of programs that were necessary to be successful. That’s what we set out to do and we’ve really done a great job at it. I came in on the marketing side and we’ve also built out the team on the sales side fairly recently, within the past month and a half. We also brought someone on to head up service. We’re touching all the core parts of the business.
Mark Mathews, vice president, North American commercial marketing, Epson America
Patty O’Brian, director of sales, commercialend user, Epson America
high-caliber staff in a short timeframe. Not a day goes by when I don’t have someone reaching out and asking about opportunities. There’s a large talent pool to draw from.
with what we call our WorkForce Enterprise products. When looking at the industry, there are several dynamics taking place, such as a significant number of mergers and acquisitions. Most recently, with Staples acquiring DEX and EFI being acquired. We also see an influx of new entrants in this space, venture capitalists and private equity. Lastly, the common theme over the past several years of placements and page volumes being flat or declining. From a dealer’s perspective, they have to ask themselves several questions: How do I remain in the marketplace competing against larger megadealers and manufacturers with direct operations? The BTA was built around family-owned and operated businesses, companies that have been passed on from generation to generation. For those dealers looking to remain independent, how do they future-proof that business and position it for growth and success going forward? With the price pressure being felt in the market, how do they increase, or at a minimum hold the line, on profit margin? That’s really where I see inkjet (and more importantly Epson) come into play. We’re coming to market with a differentiating technology, so we really allow the dealers to change their approach. It’s not the same old laser, toner-based product that they’ve
Why was the timing right for Epson to make its foray into office inkjet? CONTRERAS: We took a look at what’s taking place in the industry, the uncertainty at the dealer level in terms of how the market dynamics impact them—that’s really what has helped us. Epson is the market leader in inkjet technology overall, and we felt now is the time for us to pursue the office space.
WE’RE COMING TO MARKET WITH A DIFFERENTIATING TECHNOLOGY, SO WE REALLY ALLOW THE DEALERS TO CHANGE THEIR APPROACH. Joe Contreras, Epson
The sales part was probably the most challenging. Today, people are intrigued when they hear what Epson is doing and our approach to the office printing space. We have a different play—the pure inkjet approach as opposed to what everybody’s been accustomed to doing. That’s been refreshing. There’s been turnover within the industry among our competitors, and it’s afforded us the ability to quickly recruit and bring on 38
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We are the number one patent holder in inkjet technology in the world and our portfolio spans from the consumer space to the high end with industrial presses. The office was a natural progression. We have this breakthrough technology, PrecisionCore, which really provides us a distinct advantage for the product itself. We’ve taken high-end, industrialstrength print-head technology and brought that down to the office space
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Game On: Epson Plans to Parlay PrecisionCore Technology into Dominant Inkjet Market Share been selling day in, day out. When you’re going up against a competitor who has very similar technology, the differentiation isn’t around the product, it’s around something else. Epson is progressive and forward thinking in that we are heavily focused on demand-generation capabilities that help drive business back to dealers. As for the product and technology itself, it allows the dealer to be more flexible and provide a better total cost of ownership to clients. There’s more value for the dollar that the client’s spending. You previously said that this is not an attempt to push aside dealers’ current A3 and A4 relationships with the various OEMs. So where does inkjet fit into dealer catalogs? Where do these opportunities exist? CONTRERAS: There was a dealer panel at ITEX about inkjet and the opportunities around it. We had two of our dealers on the panel, talking about their positive experiences so far. Our approach is one that provides a complementary fit to what dealers would currently be offering. The idea is to provide them with differentiated technology and not rely on a “me, too” approach. We also don’t want them to rely on replacing their machines in the field; we want to help dealers go after net-new business and thrive in WF-C20590
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areas where they haven’t been able to be competitive in the past. Given the inherent design and advantages of our products, and the lower total cost of ownership, we believe we have a strong value proposition, which allows the dealer to be more flexible. It’s not about eroding the price in the market, it’s helping dealers become more successful and position themselves for future growth and success. What can you tell us about Epson’s current inkjet platform, and what might we expect to see in the coming year? CONTRERAS: I like to share with dealers a brief education about Epson. There are common misconceptions that we’re simply a consumer-based printing company, which is not the case. We’re actually a $10 billion technology company traded on the Tokyo Stock Exchange. Of that total, over $6 billion of our revenue is in inkjet printing. When you line us up against the competition, we’re actually in the top ranks of print manufacturers in our industry. The products we produce are very compact, precise and efficient thanks to the PrecisionCore technology. PrecisionCore is really that distinct advantage and breakthrough technology that helps drive our success in the portfolio, from the consumer all the way up to high-end industrial presses.
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Our dealer channel offering is represented by Epson’s WorkForce Enterprise series that features two color and now one monochrome product in the 75-100 page-per-minute range. In addition, we also offer a series of A4 products that are a complementary fit to the Enterprise products that dealers can provide their clients. Epson is such a large organization, its portfolio expands beyond print as well. Our other dealer-relevant solutions include wide-format printing, document scanning and projectors. These are all product categories under our Epson Business Solutions portfolio, and they’re ideally suited for a number of verticals a dealer would pursue, such as education, hospitality and the AEC market, to name a few. You’ve mentioned that Epson’s current goal is to sign up 200 dealers by the end of this fiscal year. Can you provide some insight into this initiative? CONTRERAS: We’re in the midst of that process. Now that the sales team is in place, we have very defined metrics and targets that we track on a monthly basis, in terms of the number of dealers that are being approached. Activation is the most important part. We’re not just looking to sign up a bunch of dealers; we want dealers who will actually produce, sell and represent our products in a positive manner. We’re focusing on embedding ourselves within dealerships, working closely with the principal, the head of service and the sales team. Our goal is to help them uncover opportunities and really identify where
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our products can fit in the market. Our field marketing support staff will work handin-hand with our business development managers and really be ingrained with the dealerships to help educate them on what our programs are and how to best utilize them, and also be that day-today face for Epson within a dealership. What will be the key for inkjet scaling in the office dealer space? How will Epson help foster that growth? CONTRERAS: The design of PrecisionCore is really an advantage. It has fewer moving parts, making it much easier to service. From a dealer’s perspective, it allows them to bring on a product that is durable and reliable. And from a service-profitability perspective, there’s little to no risk in terms of how we structure our program. As dealers put the machines out in the field, we’re going to be behind them and ensure that they will perform. The second key is the sustainability aspect. We offer a different type of inkjet design than others on the market. PrecisionCore uses a cold process, as opposed to a thermal inkjet, which essentially heats up the ink, pushing it out of the nozzle. That involves a lot of expansion and contraction, which over time can wear out the print head. Our cold process consumes much less energy, is more environmentally friendly and also more efficient. Do you have any other goals for the balance of 2019, and what will you look to accomplish in 2020? CONTRERAS: The goals tie back to dealer recruitment and activation. Obviously, we have a very aggressive sales
goal in place, but I believe it’s an attainable plan. This year is about creating brand awareness, educating dealers on the value and distinct advantage that PrecisionCore offers, and driving that message to dealers. The value of partnering with Epson is our end user sales team, which calls directly on end users in various verticals. These sales reps’ roles are to help promote the Epson brand within large organizations, whether it be our print technology, projection, scanning, etc. Even beyond that, once it becomes time for a customer to acquire the products we’re promoting, we are working with channel partners (dealers) to support and fulfill the sale. I see that as an opportunity for dealers to leverage and work with our end-user sales team and utilize them as a force multiplier and to augment their current sales capability. As we work with dealers, we’re not limiting it just to the verticals that we’ve identified. There’s education, AEC, hospitality, house of worship— those are core verticals. If a dealer has a strong presence in health care, we’re happy to help them with demand generation campaigns around the verticals or industries they serve. Based on our experience, this is where we’re seeing interest and success. I firmly believe we’ll see that the market will shift over the next several years. As laser technology has matured, and with no new technological advancements having been introduced over the past 15-20 years, we’re seeing other competitors starting to migrate towards inkjet. The market is heading in that direction, and we feel we are in a great position to be ahead of the game. ♦ We Saw It In ENX Magazine
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Erik Cagle
Business Profile
RingByName Seeks to Help Dealers Dial up Profits through Scalable Phone Systems
T
odd Hirshorn can feel your pain. The president and chief revenue officer of Miami-based RingByName may not be a household name in the office technology dealership realm. However, he’s aware of the challenges dealers face in finding that net-new revenue generator to bolster coffers in the face of declining MFP sales. More importantly, Hirshorn believes he has the right product to help spark that new revenue growth. It’s easy to learn, easy to sell, and Hirshorn has a template that can take dealers from zero to multiple sales in a matter of days. And before you roll your eyes at the thought of a get-rich quick scheme, take heart—it doesn’t come with a set of Ginsu steak knives. But it does offer a simplified solution to the age-old business communications tool, the telephone, married with the latest technology and features that integrate with the most-
Todd Hirshorn, president and CRO of RingByName (left), and Kooi Lim, CEO 42
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popular CRM solutions on the market. Attendees at ITEX in Las Vegas earlier this spring were treated to RingByName’s introduction to the industry, of sorts. While office dealers are among the 4,000 reseller customers under the RingByName umbrella, ITEX was the first concerted marketing effort in a campaign that hopes to accrue 100 channel partners by year’s end.
Keep it Simple
Knowing the industry’s propensity for simplified sales pitches, Hirshorn has devised a single document that takes reps from site survey to deployment. Reps can absorb the pitch, training, quotes, competitive landscape and site surveys within a matter of a few hours. The learning curve is practically flat, and the dealers who signed on following ITEX were able to notch sales virtually immediately. “What separates us from other VoIP offerings is our ease of deployment,” Hirshorn observed. “From the time dealers decide to join us to the time they’re out there selling our system is literally days. The couple of resellers who came on board immediately after ITEX had brought on three customers within three days. We can get them to be comfortable with the talk track, learn the language and be able to quote within hours. “Once they’re up and running, we show them where the lowhanging fruit exists. We’ve been doing this for 15 years, and we can take what some people We Saw It In ENX Magazine
may view as a complicated deployment and walk them through it with a single, simplified document.” RingByName offers a cloud Voice over Internet Protocol (VoIP) business phone system. The parent company InPhonex, which was founded in 2003, rebranded as RingByName but still retains its original name as a global concern. In addition to two Miami offices, it has sales, support and app development in Brazil and a customer support branch in Buenos Aires. A majority of the 4,000 resellers offer it as a white-label product, and RingByName relied on its wealth of experience with other channels (including VarPhonex) it developed to tailor a program that speaks to the needs of office technology dealers. There are three solution tiers under the RingByName portfolio, serving business, enterprise and non-profit end users. Some of the main features under each discipline are: Business • Automatic call logging of missed calls • Voicemail-to-email notification • Unified contact management • Shared note taking and document storage for all contacts • Call forwarding to mobile phone • Enhanced CRM at a fraction of the cost of competing solutions Enterprise • Single sign-on Enterprise Hero Platform for multilocation deployments
continued on page 44
RingByName Seeks to Help Dealers Dial up Profits through Scalable Phone Systems
The extended employee family at RingByName
• Cookie-cutter independent multilocation PBX scenarios • Advanced call reporting and analytics • Hybrid solution that allows admin and call center features on a single PBX • Compatibility with 1,000-plus CRM and business software packages, including Salesforce and Microsoft Dynamics • Local Everywhere, which provides local numbers everywhere in the world Non-Profit • Low capital investment, maintenance and internal support costs • Managed service layer monitors network conditions and telephone device health for optimal performance • Advanced reporting and analytics that track phone usage and employee performance • Extended equipment warranty with on-site replacement • Project management from design to deployment • High availability infrastructure with unrivaled up time 44
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“For each of these three unique spaces, we’ve designed the tools that the reseller needs to support the sale, but we also provide the ideas that those businesses need to embrace and move over to the technology,” Hirshorn noted. “A lot of what we do for our resellers is help them solve problems, and each of those three spaces has unique challenges.”
Features that Matter
Competing offerings have systems that are rich in features, but many of them tend to be esoteric and not as valuable or frequently employed by the end user. RingByName has done a deeper drill across many verticals (backed by beta testing) to devise an offering that enables users to become more efficient, add to their bottom line and maximize their resources. As Hirshorn puts it, “To be able to do more with less.” One of the key features is intelligent routing, which identifies the caller and automatically connects that person to the individual last communicated with at the user’s business (even routing to cell phones). RingByName also features
what Hirshorn dubbed a “skinny” CRM for customer tracking and planning, a contact-management tool. The built-in CRM includes a note field that enables information sharing, logs inbound and outbound voice calls, provides rules setting for incoming calls (with prioritization), converts voicemail to text and text to speech, and offers other features that can maximize a user’s customer relationship-management efforts. “We integrate with all of the CRMs that are important, such as Salesforce,” he said. “But through our resellers, we know that Salesforce is not the right solution for all businesses. So we decided to build the ‘skinny’ CRM, which costs 10 percent of a Salesforcetype product and has a high percentage of the most-popularly used features. And since it’s our own licensed CRM, there are no fees going to anyone except us. Dealers can offer our CRM to a small business and it’s not going to break their bank.” RingByName is also highly APIservant. Via Zapier, users can integrate the RingByName system with more than 1,000 of the most-popular CRM, help desk, accounting and various other programs businesses use, including Salesforce, Mailchimp and Slack. The system also integrates with Amazon Alexa for hands-free calling. Hirshorn sees the API capability as a huge opportunity for dealers to help customers build out a system that best suits its needs. “We can allow for those resellers who really embrace integration to take this system to the next level,” he noted. “They can wrap around the phone service within the company’s management system. It really comes down to the reseller’s ability and interest in offering it. There are going to be some resellers who don’t want to get involved with API, but there will be more in the future who do. A good service provider like us that has a straightforward, easyto-use API is going to allow that reseller to generate additional architect and
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deployment fees by providing the ability to further integrate down the line.”
Channel Friendly
Hirshorn and the team at RingByName created a business model especially for the dealer channel, of which he estimates 20 percent of the program is unique to the channel. They’ve gone to great pains to take the “scare” out of the process and transform dealers into phone systems providers, with RingByName doing all of the heavy lifting and dealers reaping the profits instead of referring clients elsewhere. He noted that RingByName was receiving increasing interest from the dealer community roughly a year to 18 months ago. With input from resellers, they designed a timeline document that speaks to the channel’s sales process, rhythms and door-knocking volumes. “Office equipment guys are very process oriented,” Hirshorn said. “Their reps knock on 100 doors a day and they need to have a simple process that was replicated from their sales team. You don’t want the salesmen to go off script
and on tangents—you want them to stay focused. We made a single, simple process that fits well with them, whether they’re new, technologically advanced or a mature, legacy rep.” Once a dealer is signed on, their reps will go through a week of live training and webinar learning. The second week is dedicated to selflearning through knowledgebased videos and recorded seminars they can absorb at their own pace. Within 10 days, reps are sufficiently armed to go out and work with Greeting customers with a smile is a hallmark of RingByName’s service the timeline document. RingByName will be ramping up its marketing efforts through “What’s going to make us successful advertising and supporting BTAin this space is the ability to change fast sponsored events. They are also counting enough to add the features and services of on dealer clients to turn their fellow the future,” he added. “If we do our job dealers—particularly legacy dealers who right, showing the industry the difference haven’t ventured from MFP boxes—onto between us and other players through word of mouth will go a long way.” ♦ VoIP and RingByName in particular.
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Ian Elliott
Market Insight
Technology and the Changing Mix Between Product and Service Value Components
W
We all know print volumes in the office are declining, and this translates into lower demand for expensive, high-output printing and copying devices. However, before a widescale recalibration of demand and supply can take place, technology designed to transform the customer experience must first be in place.
e have argued our case, building a foundation that the conditions exist for significant disruption in the usual means for placing printers and copiers into the marketplace. Ultimately, it appears certain a shake-up will take place. What is less clear is understanding the remaining barriers that continue to impede the disruptive process, and the pieces of the puzzle that must be connected before a new value proposition will take over. We regularly use the analogy of disruptive events occurring in the transportation industry, with Uber and Tesla being the most-immediate examples. Both are technology companies, and the disruption they’ve initiated couldn’t take place without the technology platforms upon which each is based. Uber disrupted the paid-ride business, deploying technology to connect supply with demand and enable a solution that provided a better experience at a lower cost than conventional transportation methods. It has become so simple to summon a ride using a hand-held device that the technology underlying the service is taken for granted. It was only a few years ago that the goal of aspiring individuals in New York City’s paid-ride business was to acquire a Medallion (license) that permitted them to operate a taxi in the regulated environment. As recently as 2014, this license required an investment of up to $1.3 million. Today, the value of a New York Medallion is less than $150,000. It’s difficult not to feel sympathy for individuals who invested late in the business cycle and are now unable to generate a return. Tesla is disrupting a global industry—not just the automotive industry, but the entire energy sector, including the global, politically charged oil industry. Almost single-handedly, it’s providing the impetus for converting automotive fleets from the internal combustion engine to electric. Think of the implications in terms of the oil industry, the environment and the legacy auto manufacturers. Powerful industry segments have continued to assume the status quo will remain in place while they extract profits from the often over-priced and under-utilized assets they provide. Uber and Tesla are closely related in terms of their dependence on technology. Don’t think of a Tesla as an automobile, but rather 46
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as a software package wrapped up to appear as an automobile. Also think of Uber as a software package, built to enable a vehicle to magically appear when you summon it. It may not be tomorrow, but in the not-too-distant future when you summon a ride, it will be a self-piloted electric vehicle that arrives to transport you. Uber is ahead of the curve in its technology and infrastructure for connecting supply and demand, and Tesla is ahead of the curve for providing the platform to physically transport customers from point A to point B.
Understanding the Customer
Now think about the founders of Tesla and Uber, counting on the natural inclination of consumers to only pay for what is needed at the time it is needed. They had the foresight to leverage this aspect of human behavior to accelerate the disruption process. In this context, think of our legacy practice of spending $40K every four or five years (or leasing for $400+ per month for four or five years) to acquire (rent) an asset that will sit unused in garages and parking lots 95% of the time. The desire to own a motor vehicle became ingrained in our behavior over the 100 years or so since Henry Ford made it affordable. But, as technology provides viable alternatives, it’s turning into a liability and a drain on personal wealth. Making an investment in an expensive asset destined to be used only 5% of the time will come to be viewed as a waste of money and resources. Especially when that asset is associated with other significant operating costs, such as insurance, maintenance, taxes, and license fees, etc. While it’s understandable how owning a motor vehicle became ingrained in our behavior, it’s not beyond the realms of our imagination to foresee how not owning one could feasibly become the new norm. Turning our attention back to office equipment, think about some of the parallels between an automobile and a copier machine. Under-utilization, repair, maintenance and the ongoing cost of supplies necessary to keep it running—not so different from an automobile. In the new era of declining print volumes, the copier machine, which the industry leverages to drive a legacy revenue and profit model, can also be viewed as a waste of money and resources. continued on page 48
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Technology and the Changing Mix Between Product and Service Value Components With our parallel examples in place, it becomes increasingly difficult to argue against the potential for disruptive events to take place in the office products and equipment vertical. However, to understand the path toward disruption, we must think about these circumstances in terms of the distribution channels, the businesses that operate in these channels and the technology platforms utilized to sell products through these channels. First, we must put the requirements for service as part of the value proposition into context. In a process no less certain than the passage of time, a product’s value is never greater than on the day it was introduced to the market. From that day on, an inevitable decline takes place in this part of the seller’s proposition as it’s gradually replaced by service. This trend is distribution-channel agnostic. It simply doesn’t matter whether you are a reseller operating in the transaction-dependent office products channel or the moreservice-oriented office equipment channel.
Crossover Points
The office products and equipment industry is a mature one, and the crossover points between the product and service components have probably long passed. But even if they haven’t, anyone understanding the inevitability of the crossover must also see that survival is based on incorporating ever-increasing levels of service into their value proposition. Stragglers who fail to do so will eventually be eliminated from the market. To contextualize this, we need only to look at Staples and Office Depot, as this is the fundamental thinking underlying their
IN A PROCESS NO LESS CERTAIN THAN THE PASSAGE OF TIME, A PRODUCT’S VALUE IS NEVER GREATER THAN ON THE DAY IT WAS INTRODUCED TO THE MARKET. FROM THAT DAY ON, AN INEVITABLE DECLINE TAKES PLACE IN THIS PART OF THE SELLER’S PROPOSITION AS IT’S GRADUALLY REPLACED BY SERVICE. moves toward service-based value propositions. Both entities have embarked on their transformations, with Staples making a series of acquisitions including HiTouch, DEX Imaging and Essendant, and with Office Depot acquiring CompuCom. Both organizations are also adding conventional revenue, necessary to support their top line in a shrinking market. They’re doing so by acquiring regional dealers, looking to leverage those dealers’ long-held relationships in their respective markets to roll-out their own increasingly service-oriented value propositions. Collectively, these strategies are designed to play into the services model with both entities knowing they have no choice if they wish to survive. We have argued our case for channel convergence, providing examples and parallels with other industries to illustrate that conditions are ripe for disruption in the office products and equipment space. But what do these circumstances really mean for the two primary channels of distribution?
continued on page 50 48
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Technology and the Changing Mix Between Product and Service Value Components Office Products
Typical office products and supplies resellers rely on their high levels of customer service, extensive product catalog, reasonable prices and long-standing relationships in their regional markets to manage customer loyalty. The fact that their value proposition is not wrapped up in a recurring subscription model doesn’t mean they have totally failed to address the transition from a product-based value proposition to one that’s service based. What it does mean is that they remain exposed to comparison shopping, and are increasingly vulnerable to the threat coming from Amazon and other powerful competitors who have built a strong online presence. Most of the channel resellers operate on legacy technology platforms with roots that go back to the 1990s or earlier. Disruption in the digital era is usually contingent on technology, but there’s no evidence that today’s platforms are likely to become the foundation for disruption. In short, they were designed for a different era.
Office Equipment
As we all know, the office equipment channel is dominated by managed print and managed service contracts. All sorts of technologies have been deployed to monitor printer and copier devices for ink and toner levels, manage and trigger supplies
WHAT WE HAVE ARE CONDITIONS RIPE FOR DISRUPTION, BUT WE DON’T HAVE THE UBER OR TESLA-LIKE TECHNOLOGY TO FACILITATE THAT DISRUPTION. reorder points, and monitor for preventative maintenance as well as for failure diagnostics. The channel has focused for 15 years or more on securing multi-year contracts and bundling a range of services into recurring monthly fees. It’s far more difficult for competitors to unravel these bundled services and, outside of contract renewal times, to take business away from an incumbent. The problem is that there’s a far-more-limited market for this style of value proposition. The selling cycle is comparatively long and the cost of customer acquisition quite high. Furthermore, any time there’s a complex, multi-year agreement being contemplated, there’s also a much-higher likelihood that expensive lawyers and senior management will need to get involved. These circumstances mean the value proposition is usually only suitable for larger companies with the resources to fully understand the agreements they require. Because it’s a complicated and extended selling cycle, it’s also full of friction points for the customer. Just imagine if there were many friction points when summoning an Uber—if there were, Uber would never have become a disruptor. This all serves to illustrate that the resellers’ current technology in the equipment channel is unlikely to disrupt the channel. In fact, it’s obsolete technology perpetuating a flawed business model that will be swept aside as disruptors take over.
Conclusions
What we have are conditions ripe for disruption, but we don’t have the Uber or Tesla-like technology to facilitate that disruption. So, we have a channel of transactional sales resources (office products) with access to the printing technology (A4) that’s eminently suitable for the reduced volume requirements of the traditional copier (A3) channel. However, these sales resources generally lack the “service-oriented” selling skills currently necessary to sell into that channel. And regardless of this skillset deficiency, they will inevitably run into selling cycle issues of their own when they try to break into the multi-year contracts that protect most of the potential business opportunities. The missing piece of the puzzle is the Uber-like technology that allows customers to purchase products and services configured to match what’s needed when it’s needed. Further, this must be accomplished regardless of the individual skill-set of the channel salesperson representing the product or service. We have to accept that it’s unlikely there will be a successful re-training of a transactional salesforce toward service-based selling skills. Therefore, it must be technology that helps solve this piece of the puzzle. ♦ 50
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Ken Edmonds
Service Management
The Service Department: How You Can Prepare for the Future Last month, we discussed the current environment of our industry and the challenges facing it. In this issue, our next step is to examine the opportunities that exist within the service department and how you can leverage them to remain relevant going forward.
Learn From Those Leading the Way
When we look at the leading players in the acquisition market, what do we see in common? They get deep and wide with the customer. Marco is a very good example of that process—if it touches a Cat 5 cable, it sells, supports and services the products. Recently, it became the IT department for a hospital. Who is going to sell the hospital anything, other than Marco? The more you can provide clients with all the devices and services they need or want, the more secure your relationship with that client becomes. Anyone who wants to take the client away from you will need to service and support all the equipment you provide.
MTS
One of the presentations at the BTA national meeting in Orlando focused on a new acronym: managed technology services (MTS). The presenter discussed why this is the direction everyone should move in. Small- and mid-sized business clients need technology, but they do not want to have to deal with, or worry about, their technology. To implement MTS successfully, your company will have to sell, support and service a wide variety of devices and environments. In most cases, the exact range of devices will change with the dealer. The key is to get so embedded into the client that the pain of replacing you is more than the client wants to deal with. What will it mean for our industry? In many cases, this evolution will reduce the number of surviving companies. Dealers that want to stick solely with copiers will most likely go the way of 52
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typewriter dealers that did not want to adapt.
who don’t understand the impact may make decisions you have to live with.
Get Involved in the Decision Process
Hiring
It is vital that service department members contribute to the development of plans. All the things we’ve discussed so far will involve them, while also requiring the service team to develop new skills. Work with owners and senior managers to help them see opportunities and challenges. One way to facilitate this involvement is to educate yourself on what’s happening in the industry. When you identify trends and possible opportunities you can benefit from, you gain respect and credibility. Reading trade journals, participating in professional forums and attending trade events are some of the things you can do to acquire the necessary education. If you fail in this, managers
We must attract and hire good talent with digital skills to deal with expansion into new technologies. Recruiting and hiring qualified candidates may be the most difficult task you face. The applicants coming out of school have salary expectations that are significantly higher than the technicians on your staff. In the past, the technicians we hired needed good mechanical skills, and while these skills remain important, what we need now are digital experts who can install and manage networks and networked devices. In addition to their salary expectations, these candidates will be looking at the potential for advancement and additional training to increase their value to your company and future employers.
continued on page 54 We Saw It In ENX Magazine
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The Service Department: How You Can Prepare for the Future Retention
Most of the candidates who meet your needs will come from younger generations, and they have a very different view of what the work environment and conditions of employment should be. They may expect to have flexible hours, and are more likely to want to change jobs than your current technicians. To improve your retention, you’ll have to demonstrate that you value them and their opinions. They need to feel they have some control, and that you value the ideas and suggestions they share. Mentoring is important to the younger generations entering the workforce; they want to work for and with people who are interested in their success. This may not be a skill you currently have, but it’s one you’ll need to keep the employees you want. Another important aspect to challenge these team members. They’ll perform best if they are encouraged and motivated to help the company grow. For the most part, the employees you want and need will thrive when they can contribute in meaningful ways to the department’s success. In most cases, they will not tolerate micro-management; they will leave.
Identifying Adjacent Opportunities
While you’re building the workforce of the future, you also need to look for opportunities that allow you to become more valuable to your clients. Being a one-trick pony is not going to ensure your company’s survival. Look at the skills your team has and the skills of the employees you’re going to have on your team. With those skills, what can you support in the way of equipment, software and applications? What do your clients have in their office that you can add to your portfolio? One way to start this process is to ask your customers. What are the challenges they face in managing their technology? What do they wish they didn’t have to worry about? Have your sales and service teams look at what clients have in their office and document everything they see. 54
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Also, look at what your competitors are servicing for their clients. Check their websites to see if they’re adding new products and services. If they’re trying to be just a copier/printer company, view their clients as real opportunities to grow your business.
Opportunities to Consider
If you are dabbling in the managed print services (MPS) arena, you need to become fully involved in that market. You can’t afford to have someone else taking care of your client’s printers. Anyone who can do that is potentially a serious threat to your company. At the recent ITEX show, there was a significant amount of encouragement for the managed network services (MNS) companies to go after the output business. MNS is another area your company should be exploring. There’s a significant amount of revenue available when you take care of your client’s network. You may not be able to manage all of it in-house, but there are companies you can partner with to fill in those areas. This includes disaster planning, disaster recovery, data security and Virtual Chief Information Officer (VCIO) functions. Voice over IP (VoIP) is an additional product to look at. If your company doesn’t want to take it on, another approach is to find a partner that provides it and work together to offer the product and support. Another growing area is digital signage. More and more business are seeing the advantages of using digital signage and various display technologies in their business. It’s easy to support, and with skills outlined earlier, it would seem an obvious opportunity to embed your company deeper in your client’s infrastructure. More often, employees are wanting to use their devices on the company’s
network. This opens up the opportunity to work with your clients to not only make sure the devices don’t pose a security risk, but also to enable them to print and access network resources. The place to start is with your own business. Which of those things are you currently doing? What are you outsourcing that you could bring in house? If you develop your skills supporting these types of products, it will help you prepare to share these skills with your clients.
Training
The future requires that both new and existing employees need to grow their digital skills. With a few exceptions, everything your technicians work on now, and will work on in the future, are digital devices and require an understanding of the technology. So as a manager, you need to find ways for them to acquire the skills they need in the future. Start with all the training offered by your manufacturers; in many cases, they will have free or low-cost training to help your staff acquire new skills. Are there programs that your local community college or technical schools offer that your company will pay for? After choosing the products you’re expanding into, find the training either by becoming a representative for those companies and benefiting from what they provide, or finding third-party companies that can provide the needed training. In the MPS arena, third-party printer training is widely available—identify the models you want to support and the models your clients have, and you can move in that direction immediately. Devices such as paper shredders are mechanical and not difficult to service, and in many cases, you can become a dealer fairly easily. There’s a saying that supposedly originated as an ancient Chinese curse: “May you live in interesting times.” It was a curse because interesting times were fraught with danger, but also with opportunity. Know that we live in interesting times, and the future is going to be what you make it. ♦
We Saw It In ENX Magazine
Printer Tech Tip
HP LaserJet M452/M377/M477 59.F0 error message
has been resolved by replacing the Transfer Belt assembly (RM2-6454). The belts have an internal failure that prevents the secondary transfer rollers from engaging, and need to be replaced as a whole unit.
CONTACT US TODAY!!! 17 Years Experience
T
he 59.F0 has been a common error code on the HP CLJ M452 and M377/M477 MFP models. The printer’s service manual references this error in relation to a “drum motor assembly,” but in most cases
We Look Forward to Working with You
This Printer Tech Tip is contributed by LaserPros (www.laserpros.com). Email any questions to marketing@laserpros.com We Saw It In ENX Magazine
July 2019 | www.enxmag.com
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Display Advertisers Index ACDI........................................ 33 www.acd-inc.com
Agent Dealer.............................. 5 www.agentdealer.com
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HP............................................... 2 www.hp.com/go/a3copierdealer
Hytec......................................... 55 Phone: 1-800-883-1001 Phone: 1-407-297-1001 Fax: 1-407-297-4310 www.hytecrepair.com
IDS-International Digital Solutions................................... 15 Phone: 1-888-372-3700 Fax: 1-562-921-1167 sales@idswc.com
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Display Advertisers Index NuWorld Business Systems............................... 10-14 Phone: 1-800-729-8320 Fax: 1-800-829-0292 www.nuworldinc.com
Liberty Laser Solutions.......... 51 Phone: 1-800-570-1987 www.LibertyLaserSolutions.com
Mars International.................. 49 Phone: 1-973-777-5886 Fax: 1-973-777-5889 www.marsintl.com
Nation-Wide Repair Service.. 53 Customer Service:1-866-655-8676 Technical Support: 1-800-798-1814 www.nwrsinc.com www.fusionimagetech.com
Nectron International Inc....... 31 Phone: 1-281-240-2222 Phone: 1-800-456-4678 Fax: 1-281-240-0468 www.nectron.com
NEXERA.................................... 4 Phone: 1-307-587-8446 www.beiservices.com
Ninestar Technology Co., LTD........................................... 60 Phone: 1-800-817-0688 www.ninestartechonline.com
Novatech................................... 23 www.novatech.net/acquisitions
Panasonic................................. 19 Phone: 1-877-207-0035 https://info.panasonic.com/ business-scanners
Pinnacle Sales, Inc................... 21 Phone: 1-440-734-9195 www.psi-ohio.com
Q2, LLC................................... 45 Phone: 1-888-826-2576 www.Q2Products.com
RingByName............................ 43 Phone: 855-345-7464 https://money.ringbyname.com
Ross International................... 49 Phone: 1-973-365-9900 Phone: 1-800-240-ROSS Fax: 1-973-473-8800 www.ross-international.com
Static Control.......................... 27 Phone: 1-919-774-3808 Phone:1-800-488-2426 www.scc-inc.com We Saw It In ENX Magazine
Supplies Network...................... 9 Phone: 1-800-729-9300 www.suppliesnetwork.com
Supplies Wholesalers......... 62-63 Phone: 1-866-817-8795 www.SuppliesWholesalers.com
TIAA......................................... 41 Phone: 1-866-879-8795 www.TIAABank.com/commercial
Toshiba..................................... 64 Contact National Distributors ACM Technology 1-800-722-7745 Collins Distributing 1-800-727-0884 IDS 1-888-372-3700 Supplies Network 1-800-729-9300
Visual Edge Technology............ 3 www.visualedge.com
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