OCTOBER 2018
VOLUME 25 NO. 10
Connecting People, Ideas and Products in the Document Technology Industry since 1994
THE VERTICAL VENTURE:
engage ‘n exchange
Nontraditional, Market-Specific Offerings Aimed at Expanding the Dealer Conversation
NEW ENGLAND POWER PLAY
M&A-minded Axion Business Technologies Scores Great Deals, with Assist from Visual Edge Technology
THE BROTHER YOU NEVER KNEW: OEM TAKES RELATIONSHIP MESSAGE AND QUALITY PROGRAMS TO DEALER CHANNEL ALSO ON NON-TRADITIONAL PRODUCTS: • SELLING BEYOND THE BOX • THE PATH LESS TRAVELED • CREATING UP-FRONT PLAN PIVOTAL
Bob Ferland, Axion Business Technologies
ENX Magazine
PO Box 2240 Suite 729 Toluca Lake, CA 91610-0240 USA
tel: 818-505-0022 fax: 818-505-9972 email: enx@pacbell.net www.enxmag.com
We would like to thank those of you who have sent us address change information. HELP US CONSERVE NATURAL RESOURCES To correct or delete your address from our subscription list, please call, fax or email us.
With fewer parts for less maintenance1 and predictive service that keeps your business up and running, HP A3 MFPs are an upgrade from traditional copiers.
Š Copyright 2018 HP Development Company, L.P. The information contained herein is subject to change without notice. 1Fewer service parts claim based on HP analysis of leading in-class A3 color laser printers and MFPs as of February 2018; calculations use publicly available and/or published manufacturer rated yields for long-life consumables and assume 600,000 pages printed (using a 60% black/40% color ration). Learn more at hp.com/go/pagewideclaims.
An Open Letter to The Imaging Channel Chapter 4: Making Your Service Team Accountable for the Other 25% Question: What do you call an employee that does their primary job only 70% of the time? Answer: An average copier service technician. Using BEI Wordstats (™) database, we can look across 100s of dealerships and over 10,000 service technicians discovering that for an average dealership, technicians spend an average of 70% of their time on site or in transit between service calls. Some dealerships are far below that number, but our top 20% of dealers achieve 95% accountability.
“
Put that another way:
Average dealers accept a 25% loss of productive time that our top 20 dealers do not.
”
Does that number jump off the page and demand your attention? We already know that once a device is sold and placed, your dealership can do nothing about the revenue you will receive each month. The only thing that will impact your profit is how well you manage your service team. That is the only thing you can control. Based on this number then, some dealerships are content to let that potential profit slip away through hours they pay for, but that don’t produce results. As page volumes lower, the requirement to manage service teams’ effectiveness increases. We need to do more with less.
An eight-hour day that is 70% productive is 5 hrs and 36 minutes. An eight-hour day that is 95% productive is 7 hrs and 36 minutes.
“
The top 20% can do more work with three technicians than the average companies can do with four.
”
The time accountability gap in service is actually a profitability gap. When you subscribe to BEI Services, you have all the tools you need to narrow this profitability gap. We have developed a system called Acuity, that helps owners and service managers narrow the profitability gap. The top 20% use Acuity. I can guarantee you will narrow the profitability gap if you can slice off a fraction of the investment and time, that you typically put toward sales management and training, and invest it in the service team. Ask your BEI representative how Acuity can help you increase profits.
Wes McArtor President, BEI Services, Inc.
EMPLOYEES WE ARE NOT WE DO NOT WE DO NOT NO LOSE THEIR JOBS A PRIVATE EQUITY
CHANGE YOUR CHANGE YOUR AS A RESULT OF THE GROUP NOR ARE WE MARQUEE... MANUFACTURER(S)... ACQUISITION... OWNED BY ONE... Visual Edge Technology incorporates a strategy of operating through established successful companies across the U.S., focused on providing a broad line of client solutions, including managed IT services, office automation solutions, multifunction products for print, wide-format solutions, managed print services and document management software. Visual Edge Technology companies represent brands Canon, HP, Konica Minolta, Kyocera, Ricoh, Samsung, Sharp, Toshiba and Xerox. Visual Edge is continually focused on identifying successful companies to join our strategy.
Michael Brigner
• A B Dick Office Solutions, MI • A-COPI Office Solutions, ME • American Copy Service Center, CT • Axion Business Technologies, RI, MA • AXSA Imaging Solutions, Inc. FL, GA • Benchmark Business Solutions, TX & NM • Brady Business Systems, MI • Business Technology Partners, FL • Commonwealth Technology, Inc., KY, IN • Copeco, Inc., OH • Copier Source, Inc. d/b/a Image Source, CA • Counsel Technology, IA • Dunn’s Business Solutions, MI • FastForward Digital Solutions, FL • Graphic Enterprises Office Solutions, OH • Graphic Enterprises, OH • Janco Office Systems, CT • Kenmark Office Systems • MCM Business Systems, WV • Mercury Document Imaging Co., Inc • Midwest Automation, NE • N2N Technologies Inc. IN • Netwise Resources, Inc., IN • Office Systems, VT • Premier Business Products, MI • Technocom • TLC Office Systems, TX • United Business Machines, NH • WBS Technologies, FL • XMC, Inc. TN, AL, GA, AR, MS • Zymphony, FL
Senior Vice President
Vice President of Business Development
Michael Cozzens
David Ramos
mbrigner@visualedge.com
mcozzens@visualedge.com
dramos@visualedge.com
Chief Strategy Officer
GIVE US AN OPPORTUNITY TO SHARE WITH YOU WHY THIS IS IMPORTANT AND WHY OVER 30 COMPANIES HAVE JOINED OUR STRATEGY!
OCTOBER 2018
VOLUME 25 NO. 10
Connecting People, Ideas and Products in the Document Technology Industry since 1994
THE VERTICAL VENTURE:
engage ‘n exchange
Nontraditional, Market-Specific Offerings Aimed at Expanding the Dealer Conversation
NEW ENGLAND POWER PLAY
THE BROTHER YOU NEVER KNEW: OEM TAKES RELATIONSHIP MESSAGE AND QUALITY PROGRAMS TO DEALER CHANNEL ALSO ON NON-TRADITIONAL PRODUCTS: • SELLING BEYOND THE BOX • THE PATH LESS TRAVELED • CREATING UP-FRONT PLAN PIVOTAL
M&A-minded Axion Business Technologies Scores Great Deals, with Assist from Visual Edge Technology Bob Ferland, Axion Business Technologies
In This Issue
24
DEALER SPOTLIGHT
New England Power Play: M&A-Minded Axion Business Technologies Scores Great Deals, with Assist from Visual Edge Technology By Erik Cagle
16 STATE OF THE INDUSTRY
The Vertical Venture: Nontraditional, MarketSpecific Offerings Aimed at Expanding the Dealer Conversation By Erik Cagle
32 CHANNEL INSIGHT
The Brother You Never Knew: OEM Takes Relationship Message and Quality Programs to Dealer Channel By Erik Cagle
16
40 BUSINESS DEVELOPMENT
Selling Beyond the Box: Opportunities Abound for Dealers Seeking Alternative Products By Shane Coffey
44 SALES & MARKETING
Path Less Traveled: Finding Success When Venturing into Non-Traditional Products By Charles Lamb
32
50 SERVICE MANAGEMENT
Creating a Sound Up-Front Plan Is Key When Diving Into Non-Traditional Products and Service By Ken Edmonds
52 TECHNICAL TIPS
Xerox AltaLink B8090 Family and WorkCentre 5945 Drum Cartridges By Britt Horvat
56 DISPLAY ADVERTISERS INDEX
40 6
•
www.enxmag.com | October 2018
We Saw It In ENX Magazine
WHERE CAN TECHNOLOGY TAKE YOU? WITH THE RIGHT SERVICES, ANYWHERE From Digital Marketing To Managed Print To Tech Training & Support, Clover Services Group Has The Power To Drive Your Business Forward
DIGITAL MARKETING
MANAGED PRINT
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SERVICES
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WE BUILD SOLUTIONS TO HELP YOU SUCCEED Contact us today! CLOVERSERVICES.COM • 877.908.9203
227818A | Clover Services Group, and its logo is a trademark owned by Clover Technologies Group, LLC, and may be registered in the United States and other countries.
Contributors
Staff
SHANE COFFEY is the Vice President, Product Management, Sharp Imaging and Information Company of America. In his role, Shane leads a product management team responsible for the full range of multifunction products (MFPs), professional A/V products and office water hydration solutions for the U.S. market. In his 20-year plus career with Sharp, Shane has held increasingly high level positions in diverse areas of responsibility encompassing sales, technical and marketing management. Prior to joining Sharp 1996, he worked as National Technical Support Manager at Olivetti in addition to holding a variety of management positions at Triumph Adler Royal.
Susan Neimes Publisher & Managing Editor
KEN EDMONDS served at Sharp Electronics and then at Konica Minolta Business Solutions as a problem solver in both technical and service management issues for nearly 16 years. He retired from Konica Minolta as a District Service Manager in 2018. He has over 40 years of experience in the imaging business, having owned a successful dealership and served as service manager for multiple dealerships. He is currently consulting with dealers on strategies to improve profitability. View his blogs at www.kedmonds.biz and/or email at ken@kedmonds.biz.
Erik Cagle Editorial Director
CHARLES LAMB is the President and CEO of Mps&it Sales Consulting. His firm delivers proven methodologies and processes that assist dealer principals seeking a successful transformation into the managed services space. He’s created complementary solutions including Funnelmaker, Gatekeeper, and Shield IT services. For more info, call 888.823.0006, e-mail him at clamb@mpsandit.com, or visit www.mpsandit.com.
Ronelle Ingram Contributing Editor
TECHNICAL ARTICLE CONTRIBUTOR
BRITT HORVAT works for The Parts Drop, a company whose primary business is providing parts, supplies and information for Xerox brand copiers, printers and fax machines. You can find more information, including many of Britt’s past ENX articles on their website www.partsdrop.com.
Christina Kim
CONGRATULATIONS TO 2018 ELITE DEALERS G
2018 I
N
Th
eW e e k In I
G MA
•
engage ‘n ex engage ‘n exchange engage ‘n exchange
www.enxmag.com | October 2018
México & Latin America
La Revista del Distribuidor Dealer Source
engage ‘n exchange
Corporate Office
Meet 2018 Elite Dealers In the December Issue of ENX Magazine www.enxmag.com
8
Editor
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 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 ©2018 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
We Saw It In ENX Magazine
HOw do i choose a buyer? Let’s talk. Call Jeff Gau at 800.847.3051
“Settling on price is actually the easy part. The more difficult decision is determining the right fit.” — Jeff Gau, CEO
Read Jeff’s blog on the steps to take at marconet.com/BusinessSuccession
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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 Em ai l : i nfo@ nuworl di nc. com
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NBS / ENX | October 2018
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NBS / ENX | October 2018
Erik Cagle
State of the Industry
The Vertical Venture: Nontraditional, Market-Specific Offerings Aimed at Expanding the Dealer Conversation
T
he trade press in this industry has spent most of the last few years preaching to you, dear office technology dealership readers, about the virtues of expanding beyond the copier/ MFP horizon. Be it managed print, managed network services/managed IT, enterprise content management and capture, or software-related solutions that can deepen relationships and make it virtually impossible for clients to bug out on you, the theme remains the same. Diversification! In the past two years alone, several of our space’s heavy OEM hitters—most notably, Konica Minolta and Sharp—have held dealer meetings that featured product showcases with technologies that carry a futuristic bend to them. Some of these workplace innovations (we’ll call them Future Office to avoid trampling on trademarked platforms) are a bit esoteric and still in development, but we have a sampling of some gadgets and gizmos that dealers are currently, and successfully, offering to their client base. Not all of the products are extremely high tech, nor are they all futuristic. But what many of these ancillary (for want of a better term) offerings have in common is that they speak to a certain line or lines of vertical markets. Not all of these hardware solutions come with a promise of high margins; few have aftermarket service opportunities beyond break/fix. But what these products can provide is an outlet for that expanded conversation with clients and prospects. In fact, some have used these nontraditional products as a conversation igniter with customers who don’t currently source their copiers or MFPs with these dealers. One foot in the door, as we well know, is three-quarters of the battle.
were impressed with the displays, they could not justify the expense. However, 2018 has produced an about-face with spending. New construction and office rehabs have provided an onslaught of corporate activity among businesses who want their Chip Miceli, DPOE refreshes to reflect tech prowess, and the AQUOS BOARDS have become a must-have for conference/meeting rooms. “People want this kind of product in their conference rooms so they can be more efficient and technology savvy,” Miceli said. “We started with the interactive boards, then went to the video walls. We have a nine-panel video setup in our conference room at our corporate headquarters, with the interactive board tied into it. We’re getting so much exposure because of it, and the business just keeps rolling in.” One manufacturer client in Indiana is overhauling a new headquarters it acquired with an interactive board in every conference room and a main video wall in its lobby. “Everybody who wants some kind of signage available for customers to see or for employees to use is stepping up to the plate and have the technology installed,” said Miceli, who credits an improving economy with the surge in opportunities. “It’s become a door opener; we started marketing
Des Plaines Office Equipment (DPOE)
Des Plaines, IL Product(s): Sharp AQUOUS BOARD and video walls DPOE’s six-year journey into interactive displays began modestly as an inroad into education with demand from charter schools. While he would discuss the technology with clients in any vertical, company President Chip Miceli found that while clients 16
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www.enxmag.com | October 2018
DPOE has found much success with Sharp’s AQUOUS BOARD and video walls continued on page 18
We Saw It In ENX Magazine
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The Vertical Venture: Nontraditional, Market-Specific Offerings Aimed at Expanding the Dealer Conversation for it and asking questions around it. In fact, it’s landed us in accounts where we had no business at the time.” Perhaps sensing the opportunity was ripe, Miceli acquired a furniture company late last year, one that was coming off of a down year. With funds becoming more available to businesses, the desire to upgrade both the space and the furniture has skyrocketed, and the furniture arm has received more requests than it can handle. It is chairs, desks, video displays—disparate elements being wrapped into a solutions package that doesn’t even take MFPs into account. DPOE ensures that every sales rep is proficient on the AQUOUS BOARD and they use them to give the actual presentation. They’re also used for copier demos; the BOARD is wired to the copier and can control the device’s keyboard. The dealer has also taken the BOARD to the client for demo purposes.
Paladin Managed Solutions
Springfield, MO Product(s): Double 2 Telepresence Robot, Promethean smart boards, 3D systems Double robotics has developed a solution that enables users to have a virtual presence when it is not possible to be there in person. Paladin offers the Telepresence Robot through Konica Minolta, and while it has many vertical applications in offering a visual presence for a remote individual, the dealer has found a strong need from the educational space.
Segway. The cameras on it are super-wide angle, and they can point forward and down, so you can see how close you are to other people. The camera angles are good for maneuvering it. Most places where we have it, the students are used to seeing it, so it has gone beyond novelty. They know which student is running it, so it’s kind of business as usual for them.” Boasting an IT background, Mihalevich was intrigued by the solution and its ability to make inroads with customers. He describes Paladin as a “boutiquey” operation that concentrates on specialty environments, but its real bread and butter is the ability to integrate solutions into larger, back-end products. Paladin Man“I like the innovative products and being able aged Soluto have a deeper conversation beyond the copier, tions carries the Double 2 to talk about how a client’s business flows, how Telepresence the information moves from point A to point B, Robot and that’s where I feel we can bring the most value to our customers,” he said. Paladin also offers Promethean smart boards, ID badging and 3D systems among its nontraditional menu of items, and is embarking on the road to providing security systems from Konica Minolta for educational clients. “Konica Minolta has a variety of products, not just Workplace of the Future related, that can provide a strong talk track if you choose,” Mihalevich added.
AIS
Las Vegas Product(s): 3D printers
Donald Mihalevich, Paladin Managed Solutions
Students who are home-bound due to illness or injury can attend classes and interact with teachers and students while enjoying the mobility to move from classroom to classroom. The Double 2, in laymen’s terms, is a rolling stick with an iPad Air 2 or Pro attached, topped by a camera. This enables the user, who can move and steer the device from his/her computer, to attend class and not have to catch up on work due to a prolonged physical constraint. “This robot gives students some sense of normalcy if they’re physically unable to attend classes,” noted Paladin CEO Donald Mihalevich. “The robot is really stable and won’t fall over, even if you bump into it. It’s very similar to the technology used in the 18
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The world of 3D printers is a starcrossed one from an office technology dealer standpoint, as some have tried and failed to garner momentum, while others, like AIS, have enjoyed success by identifying vertical opportunities. According to Dave Clark, vice president of sales, the most prominent applications for their stable of 3D Systems units are modeling/prototyping, manufacturing, custom jewelry, medical prosthetics Dave Clark, AIS and dental. The key to 3D has always been creatively identifying possible applications. AIS has several custom jewelry designers who use the machines to crank out prototypes for clients to inspect and approve before the actual jewelry is created. One manufacturing client, Puma, develops their golf clubs on 3D printers for the purpose of testing in wind tunnels. This allows the manufacturer to reduce development and testing time, as traditional clay or plastics modeling can require as long as two weeks. On a 3D printer, it takes approximately four to six hours to produce. continued on page 20
We Saw It In ENX Magazine
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The Vertical Venture: Nontraditional, Market-Specific Offerings Aimed at Expanding the Dealer Conversation “AIS has always prided itself as a forward-thinking technology company, and in doing so, we are usually one of the first to try innovative solutions and products,” Clark explained. “We were one of the first traditional copier dealerships to adopt this technology into our portfolio, and in a relatively short period of time, became the largest distributor of 3D printers in the western United States for 3D Systems. It has generated quite a bit of interest and discussion.” The offering has added a decidedly different element to AIS’ client roster. Online shoe and clothing retailer Zappos, which also calls Las Vegas home, brought “busloads” of their employees to AIS’ facility to see the machines in action. Suffice to say, an MFP demonstration would not generate the same level of excitement among a customer’s workforce. Indeed, Clark believes there is a heightened level of interest, mystery and excitement surrounding 3D applications, and as the technology continues to grow, additional applications will be introduced. “It can be cost prohibitive for a lot of businesses and requires a specific skillset,” he said. “With advanced engineering and increased quantities of the product, it will drive down the acquisition and supply cost for these devices. By doing so, this will open up great possibilities for these products.”
Marco
St. Cloud, MN Product(s): audio/visual (various manufacturers) One of the nation’s largest dealerships has the obvious advantage of strength in numbers. Marco relies on 30 representatives to sell and support its digital signage, video conferencing and camera/security stable of products. Steve Gau, president, Copier Division, notes the company is educating and training its general IT sales team to better understand the offerings and thereby complement the sales and technical specialists who are well-versed on the technologies. From a vertical standpoint, Marco has enjoyed success placing digital signage into the retail, finance and education spaces. Its physical security solutions have found a home with government, education and general businesses, while security/ Steve Gau, Marco camera gear can be placed with retail establishments (pawn shops and grocery stores), government, education and health care markets. Marco broke into the A/V universe in 2002 as a response to customer demand. The dealer has long viewed itself as a technology company that brings to market a best-in-class copier offering. Dating back more than 30 years to when it entered the voice and data space, Marco has carefully tracked the needs of its clients, which prompted it to move into A/V, followed by managed services three years later.
Meetings rooms are a cornerstone application for the A/V equipment offered by Marco
“We are happy with the growth in our A/V offerings,” Gau noted. “As we get the general IT reps and even copier reps speaking about these solutions, the more we can escalate our growth. Once we harness the power of our 200 general sales reps, we will be positioned as an industry leader nationwide in A/V solutions as we are in copiers, printers and MPS.”
A.D. Solutions
Orlando, FL Product(s): Skywell Atmospheric Water Generator Not long ago, there was a movement toward dealers offering water services to end users. Sharp added a unique and techy twist to the service when it brought the Skywell Atmospheric Water Generator to its dealer base. The system pulls water out of the air, much like a dehumidifier, and uses a six-stage water-filtration system, ultraviolet purification and ozone treatment to remove contaminants in order to Moody Hamdan, A.D. Solutions create pure, clean drinking water. Sharp announced its agreement to become the first Skywell distributor last October, and dealers such as A.D. Solutions have found success with the product, which does not require plumbing, water lines or outside water sources.” “The public sector offers a unique market, as it has larger, overarching responsibilities that are greater than just satisfying a singular need or reducing a bottom line,” explains Moody Hamdan, CEO of A.D. Solutions. “The public sector is responsible for, and tasked with, not only serving the public, but also considering public interests in the very broadest sense, including protecting and conserving the resources required to sustain life. “Skywell does far more than just dispense great-tasting hot and cold water; it does all of this without the need for water lines, traditional water resources or waste associated with discarded water bottles. Thus, organizations that support larger-reaching goals and responsibilities such as the dynamic considerations associated with sustainability, protecting finite resources—in this continued on page 22
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www.enxmag.com | October 2018
We Saw It In ENX Magazine
The Vertical Venture: Nontraditional, Market-Specific Offerings Aimed at Expanding the Dealer Conversation
The Skywell Atmospheric Water Generator, offered by A.D. Soutions
case, water—or those organizations that value environmental stewardship enjoy much more than just great tasting water with Skywell.” A.D. Solutions is a single-line dealership that offers the full range of Sharp MFPs, interactive display boards, A/V equipment and office-workflow solutions. So it was an easy pivot to market the Skywell product to both increase sales and appeal to the sustainability consciousness of customers. Sales have greatly exceeded expectations, according to Hamdan, and its home market of Florida is geographically suited to the Skywell machine. Some municipalities in the Sunshine State have population growth that exceeds the rate in which natural water supplies coming from aquifers are replenished, adding significance to the machine’s value proposition. Another variable that makes the Skywell a strong geographic tie is the state’s volatile weather, which can tax clean-water availability in the aftermath of severe storms. “When municipalities open their facilities to the public in times of need, they can rest assure that they are providing their constituents with one of the most valuable resources—clean, fresh, renewable drinking water with reduced environmental impact,” Hamdan noted.
RJ Young
Nashville, TN Product(s): Ricoh interactive flat-panel displays RJ Young has used an effective tactic to garner dominance in the southeast: employing a lead-in with clients that is markedly different from its competitors. Mike Noffsinger, vice president of sales, asserts that when a client has three proposals sitting on the desk, the RJ Young pitch stands out because of its considered, solutions-based approach that brings value to the client. With that in mind, RJ Young began offering Ricoh’s line of interactive flat-panel displays (IFPDs) to its clients at the onset of 2018. The dealer’s leadership team was smitten with the technology from the start, as it had not witnessed any groundbreaking technologies since the introduction of network-connected multifunctional devices. 22
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www.enxmag.com | October 2018
“We wanted to ensure we’d bring cutting-edge technology, and we’re always on the lookout for something new to solve problems and bring convenience to our customers. We haven’t had the tools to do that in quite some time, and our sales reps were craving the next big thing,” Noffsinger said. “It didn’t take too long for us to see that there was an opportunity to do that with this prodMike Noffsinger, RJ Young uct. The Microsoft operating system was really a game changer when Ricoh incorporated it into the second-generation products. That opened the door to different areas of utilization, the ease of the user interface. We’ve heard it referred to as a giant tablet, but it’s really more than that. We’ve been able to place it for conferencing and A/V systems.” Added Chris Clark, director of hardware sales, “The growth was slow at first, but the turning point is when we get these things in front of the customer. These boards practically sell themselves because of all the capabilities. When we show them the capabilities of the video conferencing and the shareable capabilities to other devices as well, you can see the excitement in the customer’s eyes.” Chris Clark, RJ Young In its rookie year with the IFPDs, RJ Young has particularly thrived in the education space, but Noffsinger notes the dealer has also found success in the engineering, law and manufacturing sectors. The results have been strong, to say the least, as through the first half of 2018, RJ Young had accrued the most IFPD sales than any other U.S. dealer. A Ricoh specialist has accompanied RJ Young’s presentation team on larger client demonstrations and has proven crucial to showing the dealer the many placement opportunities that may exist in their current and prospective funnels. “He’s keeping fuel on the fire for us, which helps us keep fuel on the fire for our customers,” Noffsinger noted. ♦
RJ Young has flourished in its first year of offering interactive flat-panel displays We Saw It In ENX Magazine
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Erik Cagle
DealerBriefing Spotlight News
New England Power Play: M&A-Minded Axion Business Technologies Scores Great Deals, with Assist from Visual Edge Technology
T
he license plate on Bob Ferland’s car reads “$55 million,” and the president of Axion Business Technologies in Cranston, RI, has this message to constantly remind him of his growth goal. While it is highly unlikely that he will forget his target, he may need a new plate engraved as soon as next year. The “Drive to 55” may sound like a Sammy Hagar tune, but it is Ferland’s current performance goal. The slogan is ultimately doomed to irrelevance, as Axion’s perch at the $55 million mark is likely to be a brief stay. Ferland is at the epicenter of a New England nor’easter that is consuming companies under the Axion umbrella and, in turn, under the Visual Edge Technology (VET) awning. He founded the company in 2004, after a 24-year stint with the IKON Office Solutions/Alco
Robert Ferland, president and founder of Axion Business Technologies, consummated six deals in an 11-month timeframe, adding American Copy Services, Janco, United Business Machines, A-Copi, Office Systems Vermont & New Hampshire and KenMark Office Systems 24
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Office Products juggernaut, and Ferland gained an M&A education that would serve him well in building Axion. The moment Ferland hung his shingle, the acquisitions began to happen in rapid-fire succession. In all, he pulled off seven deals and grew the dealership to $12 million. After selling Axion to VET in 2016, Ferland resumed his M&A jag by consummating an impressive six-deal journey in an 11-month timeframe. Given VET’s unquenchable thirst for dealership annexation, the only question is this: what took these two M&A mavens so long to find each other? Ferland expects Axion to post about $44 million in revenue when the books are closed on 2018. As much as the acquisitions have bolstered the dealership’s bottom line, organic growth has also played a large role in its ascension. Axion is vendor-agnostic—after all, it now carries the product lines of more than 10 major OEMs—and as Ferland gathers point people behind the firm’s MPS, MNS, managed IT and production print offerings, it is clear that Axion is not a one-trick M&A pony. We spoke with Ferland about how the dealership’s most recent acquisition of KenMark Office Systems and continued growth of its product and service portfolio will only serve to continue Axion’s whirlwind activity into the foreseeable future. How is business in 2018? FERLAND: We’re being helped by an amazing economy. We Saw It In ENX Magazine
That’s good news for business, but bad news from an HR standpoint. With four percent unemployment, it’s tougher to find great people, especially in sales. There’s a lot of pentup demand for technology, especially on the MPS, MNS and IT services side. The copier industry is an $11-billion-peryear business with supposedly flat-to-negative growth. But we found with the companies that we have acquired, we’re gaining organic growth. We bought a company in Connecticut 11 months ago that had $4.1 million in revenue, and KC Sirowich (now our VP of sales) grew it to almost $5 million annualized via mostly organic growth. Customers are now more receptive to us coming in and doing surveys to understand their document workflow and their hidden expenses through their SG&A expenses related to office equipment. Years ago that wasn’t possible, or maybe we are just getting better at it. Customers want new technology and want to stay ahead. We are doing a pretty good job this year of digging into their expenses to see where they spend, and then with added technology and better resources, we help them to increase their ROI. What are your drivers for organic growth? FERLAND: As we grow, we are able to add more products and services to the lineup. With our Connecticut acquisition, for example, they were a top-notch copier company, but they didn’t offer MPS, IT services or MNS. continued on page 26
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New England Power Play: M&A-Minded Axion Business Technologies Scores Great Deals, with Assist from Visual Edge Technology
The home of KenMark Office Systems, which will soon be occupied by Axion as well
We also acquired a company that sells office furniture, allowing us to cross-sell through our other acquisitions. These (acquired) companies had to be lean and mean on compensation. We track Pros Elite and can look at benchmarks for compensation. If their structure is too low or too high, we’ll adjust. That is another aspect of organic growth. We are aggressive with telemarketing and are very successful in setting up appointments for outside reps. I have a sales and marketing background, so I push our sales reps to be entrepreneurial and creative. We take pride in being a hard-driving sales organization, and we have taken an aggressive approach in bolstering our sales organization throughout the region. Our strategy is really paying dividends.
like a family business—with the feel, the creativity and the entrepreneurial spirit that has always been important to us. We have a saying that I coined: “Take care of the customer first and ask for forgiveness later.” We get a ton of referrals from law firms, engineers and city government. Customers have always liked us for our copiers and service, but we are bringing new services like MPS, MNS and managed IT. It’s helping to strengthen our relationships. What was the driving force behind joining the Visual Edge strategy in 2016?
FERLAND: When I joined VET 24 months ago, they were at about $40 million; they are now approaching $300 million nationally. (Senior Vice President) Michael Brigner knew that I had done a lot of acquisitions and that I knew how to roll-up and integrate companies, which they found attractive. By acquiring Axion, they knew they could rely on me as the New England core president; their time investment here would be minimal. Not only would I run my own business, but I would facilitate the acquisition of other dealers and roll them up on my own. That is exactly what I have done since 2016. VET’s pitch was that I could keep acquiring dealers throughout New England, and I could expand the things I couldn’t necessarily do as a stand-alone business of my size. That appealed to me because to add MPS, MNS, IT services, production print and wide-format, it takes a massive amount of cash. As a small, $12 million dealership, we were always nervous about cash-flow. So when Visual Edge came along and said we can do all of that stuff on their dime, it sounded beautiful. Visual Edge can also help us with national distribution. But perhaps the key points for me were that I could keep all my same people, keep the name on
What does Axion Business Technologies pride itself on? FERLAND: We make a conscious effort to ensure quality customer service is not just talk. We rely on CEO Juice, which has a Net Promoter Score that uses customer surveys and illustrates what good service looks like from a customer’s standpoint. Our score has been as high as 85. We are constantly asking our customers how we are doing. If we underperform or don’t get a good survey, we use that feedback to make sure we change our systems and ensure it doesn’t happen again. And despite our growth, we are still able to run Axion 26
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continued on page 28 We Saw It In ENX Magazine
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New England Power Play: M&A-Minded Axion Business Technologies Scores Great Deals, with Assist from Visual Edge Technology of our managers, Ray Vicario, had seven years’ experience selling Xerox production print products. So it was a natural fit to move him into selling Konica Minolta production print equipment. We see that being a great product for us. We are also actively recruiting a dedicated managed print specialist, believing we can grow MPS to 20 percent of our business over the next couple of years. We also see an opportunity to add another $8 million in MNS and managed IT just by selling it into our base of 15,000 customers. Bob Ferland (center, white shirt) and the rest of the Visual Edge Technology member presidents enjoy a stogie and a refreshment
my building and maintain all our same customers. It was a seamless transition. Most of our customers were not even aware that we sold the business. It’s cool that we were able to keep our culture. Another advantage to joining Visual Edge is all the core companies get together quarterly and share financials, best practices and metrics. At one meeting, Brad (Craft, Image Source) had a great idea related to IT and I jotted it down. I came back on Monday of the following week and implemented the idea right away. We are constantly trading best practices and industry-related ideas. I love the organization; there’s no bureaucracy and we don’t have the same cash-flow or operational worries of a small dealer. With VET, we have the best of both worlds. The acquisition of KenMark Office Systems gives you a stronger hold on the southeastern Massachusetts market and New England in general. What other benefits does this deal provide? FERLAND: They were a big competitor; he (KenMark owner Ken Pedicini) would steal my accounts and I’d steal his. We talked a few times about getting together throughout the years, and finally, he realized it was a good time to sell. He still has the same passion for his customers and employees as I do. We acquired his company and will move our Cape Cod operations down to Mashpee, MA. Ken is running the whole area as the senior vice president of sales for Cape Cod, the islands, southeast Massachusetts and the 28
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south shore Boston area. The benefit for our customers is being able to introduce new offerings like office furniture, but on the flip side, we have IT services, MNS and MPS that Ken will be able to offer to his customer base. When you do these acquisitions in a condensed geographical area, you are able to run your business a lot more efficiently for your customers. Previously, we would have to send our copiers an hour and a half away from Rhode Island, set them up in the Cape Cod office and then deliver them. Now, we have enough critical mass between the two companies that they can each be self-sufficient. It’s like having a mini Axion within Axion. We can set up our own machines, deliver them and provide local service. It allows for more specialization when you do these acquisitions in a tight geographical area. We will end up merging our sales, service and admin departments into the same building, with Ken running it for us. We will make the move within the next 60 days. My Cape Cod lease was up in July, which was coincidental, but it worked out well for us. Is there a product or solution you’re looking to add in the future? FERLAND: Even though the overall copier market has been flat, two areas of growth are production print and wide-format print. In order to successfully gain market share, you need a dedicated person to overlook it. We discovered that one
What was your dealership’s biggest win last year? FERLAND: Our biggest takedown last year was the third-biggest school district in Massachusetts. It included 115 MFPs, plus Papercut software and some other specialty software. Our sales rep has had the account for years. The real beauty in this relationship is our opportunity to introduce all the other products and services that are now available within our region. What do you look for in your employees? How do you recruit and retain good ones? FERLAND: My vice president of sales, KC Sirowich, came to us when we acquired American Copy Services 11 months ago. He was their co-owner and stayed on as sales manager, but he grew the business organically and so dramatically that we promoted him to VP of sales for all of New England. Some of our best players have come from our acquisitions. We do everything we can to retain employees at each location. Where compensation is concerned, we do not have a cookie-cutter approach. We do everything we can to make sure we get the hardest-working, brightest people and pay them fairly. When we hire new talent, we look for those who will fit well in our culture, work well with fellow employees and will be employees our customers will enjoy working with. Prospective employees need to pass the “dinner test.” If our current employees don’t feel comfortable with them over dinner, then our customers probably won’t, either. We hire bright people who have fun personalities and we pay them slightly above the industry average. Not only do we want to attract
We Saw It In ENX Magazine
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New England Power Play: M&A-Minded Axion Business Technologies Scores Great Deals, with Assist from Visual Edge Technology
More than 65 sales reps congregated at a mid-year New England sales kickoff in Newport, RI. At right, a sales rep reaps the benefits of qualifying for Axion’s President’s Club
the best, most talented people, but once they are here, we want to keep them. In fact, most of my core team has been with me from the beginning. Helene Martinelli, controller; Daniello Cimarelli, service manager; Terri Lonergan, sales support; Joe Silva, service technician; Kirk Varatta, supplies/dispatch and Jack Hawkins, shop manager, are all part of my original team from 14 years ago. Who do you see as your biggest competition, and how do you differentiate your company from them? FERLAND: Our philosophy is to make quick decisions. The buck stops here— no bureaucracy, no big shots. Some dealers will sell you something and then come back in four years when the lease is up. We have a unique quarterly review process for our customers. It’s another way to ensure the customers’ expectations are being met, and it is a service that our competitors do not provide. With Axion, everything is under one roof, all the parts and supplies are local and real people answer the phone. We try to be close to the customer in all respects and most of the time, we do just that. What are your goals for 2019? FERLAND: I have a license plate that says $55 million, so there’s no turning back (laughs). We are going to drive to $55 million and continue to fill in the infrastructure gaps with additional acquisitions in New England. I have a pipeline of about $100 million in dealer prospects that I will be engaging over the next 24 months. I think the $55 million goal is easily within reach. At this point, we just have to make sure the investments we made in 2018—the dedicated MPS rep, 30
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dedicated MNS expert and dedicated production print specialist—can deliver. We also hired a new CFO to fine-tune the backroom operations. The way we have positioned ourselves, we could likely build the New England core to $100 million and sustain it without a hiccup or customer disruption. How do you view the industry changing in the future and what are you doing to adapt? FERLAND: I think there is going to be more consolidation of manufacturers. For example, with all the acquisitions I’ve done, we probably carry the majority of manufacturers, at least 10. The field is too crowded and I see that changing. MNS and IT services will continue to grow like crazy, and the successful companies will be the ones that do well in these areas. Those are the companies we will be looking at. And while we continually fight to capture more print and MFP volume, it is important to ensure that the right software is on all devices. More than ever, to thrive in this business today, you need to be fairly flawless in your execution and our goal is to get better all the time. The margin for error is far less than it was 30-40 years ago, so we have no other choice. What do you enjoy most about your job? What are your least favorite aspects of it? FERLAND: I am from a family of teachers and educators. My father was a principal and both my sisters are teachers, so I think education is in my DNA. Developing people really appeals to me; I love mentoring future leaders. People like Brian Edwards and Mike Cintolo went on to become leaders after working for me back at IKON—Brian eventually served
as President for IKON NA, and Mike was a district president. I like to think I had some influence on their development. I enjoy teaching through benchmarking, helping people understand metrics and identifying what good should look like in every aspect of our business. The part that I don’t like is confrontation or having to push people to get results. The people part can be tough; you’re trying to drag greatness out of them and get them to a certain number. I just want to be happy and have fun with them, but that is not always the reality. In the end, the greatest accomplishments are the result of short-term pain. Outside of work, what do you do for fun? FERLAND: I love to travel with my wife and two daughters, who are 21 and 28. Family vacations, especially overseas, have taken us to some pretty awesome places, including New Zealand, South Africa and Dubai. Fortunately, this industry gives me the opportunity to travel extensively. My neighbor once asked what I did for living and was surprised when I said I was a copier salesman. He thought my family was in the witness protection program, because the blinds are always closed and we are never home. I am passionate about golf and my goal over the next 30 years is to play on the top 100 courses in the world. I am also an avid skier and I love to run 5Ks. And even at my age, I still play ice hockey every Tuesday morning in a men’s league. It is the only place where you can smash heads for an hour and a half, then at the end of the session, shake hands, give the guys a hug and do it again next week. ♦
We Saw It In ENX Magazine
Erik Cagle
Channel Insight
The Brother You Never Knew: OEM Takes Relationship Message and Quality Programs to Dealer Channel
T
here are a slew of reasons Brother International Corporation has to ignore the BTA channel, given its unofficial status as a mature space that’s facing continual decreases in the volume of pages printed. Yet the century-old manufacturer—perhaps best known for its line of consumer printing products and sewing machines—is embarking on a burgeoning campaign to elbow its way into the B4 consciousness of office dealers and pilfer market share from other OEMs. Brother makes no bones about it: this vendor wants your business. And it’s working hard with dealer clients and their end users to prove that its B2B channel focus isn’t just throwing another log on the OEM printer fire. The manufacturer continues to generate interest in its Brother Authorized Partner Program. Its Brother Workhorse Series of printers, MFPs and scanners is exclusive to the BTA channel, without competition from online retailers or direct sales efforts by Brother. In fact, Brother employs a sales force that focuses exclusively on demand generation for its dealer and channel partners. And for those dealers who bemoan that there’s no service money to be made on the back end of the sale, due to its machines’ A4 laser economical price point, Brother’s Value Print Program can enable them to reap the benefits of a typical MPS pact, while the OEM can handle either level one or two servicing (dealer choice) and, if need be, replacement of the machine.
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Brother is also extending its reach with the recent announcement of a partnership with Toshiba, which will enable Toshiba’s direct sales and authorized resellers to offer Brother’s Workhorse Series and take advantage of the Value Print Program. We spoke with Dan Waldinger, senior director of B2B marketing for Brother, and Bob Burnett, who heads B2B solutions, to learn more about the various programs the manufacturer brings to market, from technical prowess to educational and marketing opportunities designed to reinforce the bond between Brother and its dealer partners. Tell us about your career path leading up to your current position at Brother. WALDINGER: I’ve been in the office equipment industry for 30 years. I started with a large copier company, Mita, back when the primary technology for copiers was analog. In the beginning, I was a copier research specialist and held a number of positions there for 10 years, managing the effectiveness of dealer programs. A majority of their business came from indirect channels. I moved to Savin and held various product management positions. Around the time the analog to digital transition was occurring, I moved into the printing solutions business with Ricoh. It was there that I worked on emerging MPS trends and launched Ricoh’s first MPS solution. In 2001, we proceeded to launch a number of technology showrooms across the country known as Ricoh Technology Portals, basically We Saw It In ENX Magazine
Dan Waldinger, Sr. Director for B2B Marketing, Brother
the equivalent to the tech stores you see today, but with a B2B focus. We had a lot of dealer and direct major account business run through those technology showcases, and we wrote quite a lot of MPS business. I’ve been with Brother for seven years in December; I came over to launch its B2B effort. At first, I was primarily working on the OmniJoin cloud web conferencing solution. Given my background in the channel, as well as printing and document solution management, when we decided to push up market into the B2B space and join the BTA channels, it was a logical fit for me to take over that marketing effort. What were some of the highlights in 2017 for Brother across all its lines of business, and specifically in the dealer channel? WALDINGER: It was an exciting year that marked our 110th anniversary on a global basis. Brother is headquartered in Nagoya, Japan, with more than 38,000 employees globally. Our most recent fiscal year’s sales were more than $6.4 billion dolcontinued on page 34
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The Brother You Never Knew: OEM Takes Relationship Message and Quality Programs to Dealer Channel lars. Some of our other products include sewing machines, karaoke services, cloud services and industrial gear motors. On the printing side, in 2017 we were happy to win the Monochrome Line of the Year from Buyer’s Lab. We developed the Brother Workhorse series of products from the ground up. As we pushed upmarket into SMBs and larger businesses, we knew the requirements of the product would change. The line has a lot more durable parts, higher print volumes, higher capacities, more paper handling, higher speeds and superior image quality. We have pushed aggressively into the BTA channel. We know it’s a mature space, so every piece of business that we get is going to be at the expense of another vendor. So we have to work harder, smarter and be fluid in responding to the needs of the BTA copier dealers.
horse Series, primarily it was a combination of two clean, inexpensive products designed from the ground up: both a color laser product—which is an MFP and a printer with a number of different configurations—and a monochrome laser product in different configurations, designed as a workgroup solution. This is an exclusive, protected lineup for the channel that includes dedicated scanners as well as color printers and MFPs. These are not products our BTA copier dealers will see on ecommerce retail sites. That’s one of the advantages we wanted to have when entering the channel; we didn’t want dealers to compete with retail and e-commerce. We also do not want our dealer partners to compete with us. We do not sell these products direct in any way. We have a sales force that is primarily focused on demand generation.
Which were some of the drivers behind the growth of the Workhorse series? WALDINGER: Looking at the larger market, IDC is saying that in U.S., about
What can you tell us about demand generation and your vertical approach to markets such as education, health care, retail and government?
THAT’S ONE OF THE ADVANTAGES WE WANTED TO HAVE WHEN ENTERING THE CHANNEL; WE DIDN’T WANT DEALERS TO COMPETE WITH RETAIL AND E-COMMERCE. WE ALSO DO NOT WANT OUR DEALER PARTNERS TO COMPETE WITH US. – Dan Waldinger, Brother one trillion pages are printed per year.1 We are predicting and seeing declines in print volume, however, so we’re focusing on having the right solutions for where our customers are today. There’s a shift from A3 to A4, and some of the larger copier companies have been pitching a centralized strategy in business with a 25 to 35:1 employee-to-device ratio for what they consider to be an optimized environment. Thus, 25 to 35 people are sharing one connected copier or large MFP. Brother is talking about a two-pronged strategy. We’re complementing some of the A3 copiers, but we want to get that A4 technology—those printers, MFPs and scanners—a lot closer to the workers. A much more optimized workgroup ratio would be around 8 to 12:1 employee-to-device ratio. So when we launched the Brother Work34
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WALDINGER: We have a dedicated, verticalized sales force that calls on end user customers. We have groups of people who focus on retail and hospitality, health care, education, corporate (including financial and manufacturing) and government. Their primary purpose is for awareness of Brother printing and document solutions. They will call on a customer and speak with them about their business needs in printing and document management. We’ll present our products, perhaps do some proof-of-concept evaluation units and perform assessments in their environments, along with some predictive analytics on how we can help save them money or improve their workflow. Once an end user is sold on a Brother solution, we simply ask them who they like to buy their technology from, or we can marry them with one of
Bob Burnett, B2B Solutions, Brother
our authorized partners to place and service the solution. We’re purely there to support their pre- and post-sales needs. In addition to the sales force, we have a group of field engineers who can work in concert with the dealer on the front and back end. They can examine what the workflow looks like and determine if they are trying to solve some security challenges or issues around mobility. It focuses on how we can put our solutions in play with those customers and make sure that they’re comfortable with our technology. Bob Burnett manages our engineering team in the field. We connect with customers to understand their pain points, to learn more about what’s happening in spaces like education or health care. We’re having conversations with customers about how we can help them with their regulatory compliancy initiatives. In education, with K-12 apps like Google Classroom, we talk about how our products can be used as on-ramps and off-ramps for those applications. It’s also about privacy and security, in terms of the Family Education Rights & Privacy Act (FERPA) regulations. A lot of the same challenges occur on the health care side with HIPAA regulations and security, and we have a number of solutions we offer to help customers in their compliancy journey. We have a lot of capabilities in the box for secure scanning to mobile devices and secure scanning to the cloud. We also have integrations with third-party apps. This is where a key differentiation occurs; if a large customer has a customization need, we do not charge for it, whereas others do. There’s a value to that service, sometimes in the thou-
We Saw It In ENX Magazine
continued on page 36
The Brother You Never Knew: OEM Takes Relationship Message and Quality Programs to Dealer Channel first-level support, because they want their customer to have the single point of contact in an MPS contract. We can act as level two, and their help desk can get on the phone with us and we’ll just exchange the product the next day. VPP allows the dealer to continue to charge for service that, frankly, they’re not having to deliver. It’s a win-win for us and the dealer. And after all this, if there are still dealers that want to become a servicing reseller and fix products themselves, we have programs for that too.
sands of dollars. Our Special Solutions Teams (SST) will work with customers and do customization with integration into the back-end systems and legacy network environments to make sure that it works—pushing drivers across the network, updating firmware. BURNETT: Our field engineers will go to the end user’s site and help them evaluate their needs, especially on the security side. Everybody’s security challenges are different in how their IT managers and security professionals want to apply their schema, depending on the vertical they’re in. Our team has the ability to tailor the configuration on the machines that fits their needs. If they’re not doing something today, most times the printing devices get overlooked in the whole security schema. That’s not a good thing to do. If this is a device that is on the network, you really want to have that as a part of your whole security architecture. There’s a lot of different solutions we can bring to the table. What strategy is Brother employing to strengthen its relationship with the dealer channel? WALDINGER: Another differentiator is our Brother Value Print Program (VPP). It’s designed to work in concert with our dealer partners’ MPS. Many of our dealers already have MPS offerings, and the best way for us to complement that is to provide them with programs and pricing that allows them to integrate our products into their programs. For 36
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example, if you have a customer who’s going to sign a three-year MPS contract, Brother will provide extended warranties for that customer. We will provide discounts to the dealer to share with the customer on the supplies that go with the contract. With that extended warranty, we can become the level-one service provider for that customer. Our machines are primarily not break/fix products. If there’s a problem with our product that cannot be solved over the phone, we’ll ship a replacement the next day. This way, dealers don’t have to deploy service techs to fix something that might require a couple of days to repair. Dealers love this; in an MPS contract, they can continue to service the rest of the fleet, but Brother’s VPP takes the burden out of servicing the product. This has been very successful for us. What has been the dealer response to the VPP initiative? WALDINGER: Initially, they scratch their heads. Dealers don’t make a lot of money on the devices, they make it on service, and that’s been the model for a long time. They wouldn’t want to dispatch service on a product that sells for under $1,000. We provide them the ability to make the service revenue because the product is still being serviced; the only difference is the product is being serviced by Brother. We can do the exchange warranty and we know how to troubleshoot over the phone. We have a number of dealers today who still want to be that
Have dealers been able to leverage their existing client base to extend into nontraditional products? WALDINGER: There’s definitely an appetite for dealers to expand their product offering. We’re seeing a lot of interest on the labeling side with our QL labelers. There’s a wealth of vertical possibilities, such as health care for printing prescription labels, or labels to tag wires in a manufacturing environment. They’re also ideal for event planning, visitor management, and shipping and labeling. On the printing side of the house, because we have a platform called Brother Solutions Interface, we can also look for system integrators and developers. Some dealers might want to sell a specific solution. For instance, we have a developer who provides print-forpay and scan-for-pay in coffee shops and apartment buildings, called PrintWithMe. We recently launched a translation service relationship with a company called thebigword. Customers can use Brother as an on-ramp to get hardcopy documents translated into multiple languages. We’re creating relationships with developers, where the dealers can bring their customers to Brother and basically they will continue to benefit from it with reoccurring revenue-stream models that we have. Dedicated scanners also provide an opportunity for dealers. Clients still have paper content in closets, boxes and filing cabinets, and they need to access the value of that information that’s locked in hard copies and digitize it for scanning. Also, Brother Mobile Solutions, a sister division, has generated a lot of interest from the dealers. These are mobile printers that can be deployed in police cars
We Saw It In ENX Magazine
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The Brother You Never Knew: OEM Takes Relationship Message and Quality Programs to Dealer Channel for printing tickets, or in retail stores for printing labels. It’s ideal for any on-site application that requires service to provide a receipt to the end user through our mobile device printing capabilities. How does Brother plan to expand its reach into the office technology dealer space, and what will be the catalyst? WALDINGER: That relationship with the dealer is going to be a big push for us, and it’s going to create an ability to rapidly expand. When we’re talking and meeting with the dealers, we’re finding that a lot of our competitors may have changed their “hands-on, high-touch” business approach. They’re saying to us, “You guys are really hungry, you return phone calls, you come into our marketplace.” Having grown up in this industry, I feel the relationship piece is the most important element. Some vendors seem to have forgotten the importance, but it’s to our advantage. We’re able to replace some of the other products or at least co-exist with them. Getting back to partners with pricing, programs and support is going to be the most important piece for Brother. Our slogan is “At Your Side.” For us, it’s our culture. When we develop a new relationship with a dealer, it becomes part of the Brother family and we make sure that they’re taken care of. That is a differentiator for us. We’re with them for the long-haul. Document workflow needs are continually evolving, and our partnership with Toshiba to integrate the Brother Workhorse
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Copier Exchange International 2324 Apollo Cir, Carrollton Texas 75006
Phone 972-416-3000 • Email sales@ceicopiers.com 38
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Series of A4 hardware with their A3 lineup provides the kind of scalable solutions today’s businesses demand. Brother is focused on providing dealers with the hardware, solutions and personalized services that deliver on the unmet printing and imaging needs of mid-to-large businesses, and this partnership is just the latest testament to that commitment. What other tools does Brother offer to support its dealers and enhance its reputation as a substantial partner in the industry? WALDINGER: With a lot of consolidation occurring, it’s key for us is to be top of mind with dealers. We sponsor Rolling Thunder events, where dealers can learn about our technology, and how to align our total document solution approach to what their customers are looking to solve, and they even bring their customers in to meet our solutions engineers. We can provide exclusive learning opportunities for them and offer thought leadership in the areas of security and mobility, as well as the trend lines around IoT. The more we can bring to the marketplace, the more attractive we’re going to be to those larger BTA dealers. We’re about to launch a national ad campaign that will be included in digital and broadcast TV. That’s a package dealers can tag and access in their marketplace. It’s a lead-gen campaign and we’re excited about it. Our new campaign is “Make Your Business HUM” and focuses on how we’re driving business forward. Dealers look for ways to connect with customers, whether through digital or awareness campaigns in their marketplace. We’ve also invested in a marketing automation platform where we can do email campaigns on behalf of dealers to generate leads. Some dealers don’t have marketing departments, so we can run campaigns, do lead generations and provide PR support to dealers. When you sign up as a Brother partner, it’s not just selling our products. It’s having access to our service and marketing professionals, having a wealth of assets to call upon to be successful. We have a training platform called the Brother Knowledge Center that serves about 9,000 sales reps across the country. Reps can access product training modules, and it’s also a repository where they can download assets, brochures, white papers and videos they can bring to their customers. When they complete our courses, they receive gift cards. We’re in the process of expanding the program, which is in its third year and has been quite successful. It can be delivered on mobile devices as well as desktops. BURNETT: With the Rolling Thunder events, it’s a team selling approach. We bring in a group of people, including our marketing and technical folks, set up our line of hardware products and software solutions and really bring them to life. We interact with their sales teams to find out what challenges they face with their customers. It’s amazing the light bulbs that go off during the conversations. They say “Wow, I didn’t realize Brother could do all of that.” They get to see what Brother and its technology are all about. ♦ 1 Source: IDC Infographic, sponsored by Brother International, Defending Your Business Infrastructure with Print Security, 2018 We Saw It In ENX Magazine
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Shane Coffey
Business Development
Selling Beyond the Box: Opportunities Abound for Dealers Seeking Alternative Products
T
he document management industry continues to provide robust opportunities for dealers to grow their businesses. However, like many other industries, evolving is necessary to stay ahead of the pack. For a copier dealer to survive in today’s environment, it needs to diversify. It’s not just about maintaining machines in field (MIF); solely relying on MIF without focusing on other solutions will connect a dealer’s future revenue to a declining number of pages over time. One solution could be to acquire additional territories. However, this can be quite costly and out of reach for independent dealers. A more cost-effective solution is to grow their businesses with existing customers. But in a field where products are in 36- or 48-month leases, there’s often a long wait time before a rep calls for a new potential sale. As an alternative, dealers need to find an entry point into securing new customers by offering new products and solutions.
Sharp’s AQUOUS BOARD adds presentational pop to conference rooms 40
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The merits of diversifying into nontraditional products outside the MFP space are varied. Doing so allows dealers to demonstrate to customers that they are nimble, resourceful and always thinking about what’s next. It also shows that they can offer additional resources to customers that they may not have thought about before. For example, customers in the healthcare space who use document management services may also need digital displays to assist patients, provide continuing education training and give presentations at board meetings.
Digital Signage
Sharp Electronics Corporation has worked with hundreds of its resellers to try to expand their offerings, especially into digital signage—a large market with many different players. Sharp has seen great success in these cross-pollination efforts with its AQUOS BOARD interactive display systems. There are 11 products in this lineup with screen sizes ranging from 40 to 80 inches, making it ideal for a variety of business needs. The AQUOS BOARD interactive display has helped enhance meeting space collaboration for organizations of all sizes. Small, medium and even large businesses all face similar communications challenges—today, there is less face-to-face interaction and more people working remotely. Millennials in particular are changing the way they communicate in their work spaces. It’s We Saw It In ENX Magazine
no longer about getting in front of a room to conduct meetings, but more about collaborating and exchanging ideas. They’re engaging with each other at the table, while pushing data and content to interactive displays in the room. Often, it’s not just one piece of data, but multiple sets of information they need to send to the screen. This makes it critical for businesses to think about how they can enhance their communications and disseminate information. Another benefit for copier dealers entering the digital signage space is that the decision maker organizing the meetingroom environment is often also involved with placing MFPs. That means there is a real possibility of digital signage helping dealers get a foot in the door of customers where they can also grow their MFP business in the future.
Using Resources
While the size of the digital signage space is attractive, it can also make it difficult to navigate. In addition, taking a risk to invest in a tangential business solution can be daunting. But no one has to go at it alone; many dealers have entered into partnerships with other companies that can help them enter a new space and deliver a complete solution with minimal risk. One great strategy is to enter the market by targeting a specific vertical industry—whether that’s education, manufacturing or any other space where they already continued on page 42
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Selling Beyond the Box: Opportunities Abound for Dealers Seeking Alternative Products have an entry point, and where there already may be existing customers. That way, they can look for a select group of partners who can help fill in any service gaps in order to introduce their business to new potential customers. Dealers should look for resources that can lead them to find these partners and help them make introductions. For instance, the Sharp Strategic Technology Alliance Resource (STAR) lists hundreds of businesses that offer complementary products and services, including software
The Skywell Atmospheric Water Generator 42
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developers, content providers and collaboration tools. As an example, a content group can create templates and then manage the updates for a dealer’s customer. The dealer would then adapt the client’s content to the template, and in some cases can develop original content, whether on its own or with a partner.
Quenching Profits
Digital signage is certainly not the only way in—there are many different and unique ways to expand a dealer’s customers’ possibilities. One distinctive solution Sharp implemented last October is providing clean drinking water for office environments. Through an alliance with Skywell LLC, a leading water technology company, Sharp began offering drinking water dispensers that create clean water from the air. The Skywell Atmospheric Water Generator (Skywell) is the first atmospheric water generation dispenser for offices, taking in
the moisture and condensation from the ambient air and filtering and purifying it to create pure, clean drinking water. This environmentally friendly concept has proven attractive to office environments that want to reduce their reliance on plastic bottles without the need for plumbing or water lines. Through Skywell, Sharp has brought another innovative business solution to its distribution network—in a way that many wouldn’t have thought possible. In today’s economy, success comes to those who are able to adapt to an everchanging landscape and think outside the box. For document management dealers hoping to grow their businesses or find additional revenue streams, putting themselves in the shoes of their current and potential customers will help them to identify how to best diversify their offerings and take advantage of the various sales opportunities that nontraditional products present. ♦
We Saw It In ENX Magazine
Charles Lamb
Managed Services
Path Less Traveled: Finding Success When Venturing into Non-Traditional Products
A
nyone in business today is going to keep their eyes and ears open for new opportunity. Finding alternate and authentic paths to new, non-conventional revenuegenerating products and services is harder than one might think. Occasionally, I have the pleasure of working with a dealer who really understands how to find those new paths and merge them into their go-to-market processes. But it’s not very often; most dealers throw new products and services into action like someone throwing darts for the first time. They might hit the bulls-eye, but its most likely luck. With the pace of technology, change is flying at warp speed. Which makes knowing when to jump in, what to hold on to and what to add a constant gamble. It would be great if someone just wrote a “how-to” manual about adding non-typical, non-traditional office-equipment products into the mix and finding alternate paths that drive success. Even with dealer elite groups designed to share best practices and processes, some dealers are simply more successful than others. Which is a nice way to say some dealerships are not successful at all. Reaching in and grabbing your piece of the pie isn’t just about adding new products in your sales bag—it’s about successfully launching new products and services to their top revenue-generating potential. If you’ve read anything I’ve ever written, you likely know the next few things I’m going to say.
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Why is it that smart, intelligent, leading-edge dealers think they can just throw stuff into their sales bag and it will sell? I’ve heard “Anything we pick up in revenue is a win.” That’s simply not true. Sure, you might enjoy short-term gains, but great sales results come from scalable, repeatable sales processes, and sometimes the distraction of a product battle is costly.
Taking Proper Aim
I remember in my youth, we used to have snowball battles in the winter. We’d each build a fort in the snow and prepare an arsenal of snowballs for the battle. Sometimes I’d make 100 snowballs and line them up so I could grab, throw and repeat. The funny thing is, no matter how many snowballs I had made, I could only throw one at a time. Even though I could pick them up and throw them quickly, the faster I threw them, the less accurate I was. Your company’s ability to scale and repeat well matters greatly. The snowball analogy gives you a picture of how loading up one’s product line doesn’t necessarily mean great results. When you want to sell other products like 3D and label printers, you have to understand that each of them requires a go-to-market strategy with dedicated sales and— equally important—purposeful marketing practices. Anyone who’s monitored the 3D-printing marketplace has We Saw It In ENX Magazine
undoubtedly observed the rise and fall of major players in that industry. Most 3D dealers have come to realize that not every business needs a 3D printer in the same way they do copiers. And those that do are few and far between, so you really have to analyze your TAM (total available market) opportunity for any non-traditional product you want to sell. If you chase the 3D-printer products, you might find yourself expanding from local to national campaigns depending on where your home marketplace is. Most of the dealers that have found a client for their 3D-printing solutions report that it was a perfect fit, but not an expandable, scalable placement. With the retail market moving from brick and mortar to ship and deliver, the use of label printers is on the rise. However, unless you package them differently, possibly with service and a supply agreement of some kind, you may find yourself in the “what’s your price?” lowprofit-margin land.
Security Licensing
I’ve seen some dealers jump into security alarms and videocamera monitoring services. But many dealers don’t realize that many states require a ton of certification and licenses before you can offer these products. I have heard of two instances where dealers didn’t know they needed a license to sell and install security systems, and were shut down immediately.
continued on page 46
Path Less Traveled: Finding Success When Venturing into NonTraditional Products I believe it was their competitors that reported their status to the authorities, and thus ended their venture into the video and security world. Once the authorities have shut you down, how could you possibly compete without your competitors sharing that story over and over? Speaking of competition, dealers often think that by spreading their wings into other industries, they’ll enjoy a wide-open opportunity for profit and growth. What they don’t realize is that those industries also have strong competitors with real expertise. Make sure you’re ready when you reach into someone else’s playground! When you choose to market non-typical solutions, try products or services that lean on your expertise and are close to your existing deliverables, like scanning services (completely immersed in the document world), video & telecom services (newer than fax but not a far reach) and digital display (vastly becoming the strong face of large format advertising and yet very competitive). To consider any of these products or services, you have to analyze many things. Every consideration has to be within your reach and will most likely lead you to rework your current go-tomarket strategy. If any one of the fundamental requirements are off or not ready, it can destroy any opportunity for success. The primary indicators for launching new products are as follows:
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THERE IS AMPLE OPPORTUNITY - TAM (Total Available Market)
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YOU’VE CREATED AN APROPRIATE PRODUCT INTRODUCTION
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Having expert knowledge surrounding new possible products is paramount in providing the greatest opportunity for success. Your TAM must be analyzed deeply to assure that adding new products and services has support within your marketplace. Can you imagine trying to sell sand in the desert?
Crafting a Message
In addition, it does no good to add new products if you haven’t created a superior message and marketing delivery of their values. This means having a strategic plan that defines continued on page 48
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Path Less Traveled: Finding Success When Venturing into NonTraditional Products exactly how you’re going to share the news to your marketplace. I’m not talking about adding a new web page for the new products; I’m talking about a full-out professional campaign that’s pointed at the right targets and titles. Your marketing team should define the who, what, when and where of your company’s new-product-launch strategy before your launch. As you introduce these products to those targets and titles, your sales team has to possess the necessary discipline to stay the course and not break away to your company’s products when things get hard. This brings up the next point of a dedicated sales team model. For years I’ve seen dealers stumble while trying to place the MPS product inside of their MFP hardware company’s sales team. Many sales reps who do find an MPS prospect tend to break away from that sales cycle, as they realize they’re not going to make quota and thus peel out 48
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of the MPS value proposition to secure the revenue. This destroys their MPS forecast—and would do so for any new products you try to launch without a disciplined sales-team model. Your sales reps have to be given a chance to win with whatever product or service you want them to sell. If they have to bail because your go-to-market plan isn’t realistic, the entire launch will fail, not to mention that the momentum for your legacy products will be destroyed. Set everyone up for success now, or wait to sell the non-typical products to a later date.
Defining Success
Finally, the success of any program for which you’re launching new products starts with a everyone having a clear definition of success. That means your sales team members clearly understand their contribution and what’s expected of them. If some of the team remains with the legacy products—and they should—they need
to understand how important their foundational support is to the success of the new product launch. Sales leadership has to manage both sides of the house; they need to balance the momentum of the legacy- and new-products teams. Since booking new-product sales may take a while, your sales reps have to know what acceptable timelines are. Too much pressure to succeed within the first month or two shows that realistic goals and timelines are missing. The same thing could be said if you’re still waiting for your first new product sale after six months. It’s not your sales rep’s job to go find the 3D prospects in your marketplace— it’s your job. No quarterback makes up brand-new plays in the huddle. The successful plays are ones that they’ve not only studied, but have practiced over and over again. Lead your team. If you want to sell products that are closely related yet non-typical, do your homework and make sure all primary indicators are reading positive for your new-product launch. ♦
We Saw It In ENX Magazine
We Saw It In ENX Magazine
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Ken Edmonds
Service Management News Briefing
Creating a Sound Up-Front Plan Is Key When Diving Into NonTraditional Products and Service
T
As the traditional copier business continues to evolve and competitive challenges reduce the revenue and profit, dealers are starting to move toward non-traditional sources of revenue.
his process started with the expansion of networking and managed-network services, and now networking support is becoming a traditional part of a dealer’s service revenue. I’m confident that this process will continue. Manufacturers are continually expanding the products they offer and encouraging dealers to expand their horizons as well. Current examples include Sharp video displays and water products, and Konica Minolta’s label printers and media finishing equipment. These products bring new revenue opportunities, but they also bring their challenges.
Understand the Business Model
Success in non-traditional service begins with a thorough understanding of the business model for the products you choose to offer. I know two dealers who invested in 3D printers and purchasing equipment, as well as training for the service department. To my knowledge, the equipment is still sitting where it was installed for demo use. One of the dealers passed up a chance to sell equipment to a client because they were not sure how to price service. The starting point is researching the product and its service needs. Where possible, talk to non-competing dealers about their experience with the product. Also, talk to the manufacturer and try to acquire an understanding of how they see the service model working. I recommend searching for competitive products and service information, and where possible, shopping the competition to see if they offer a similar product and how they price support. Understanding the amount of competition within that product category will also allow you to gauge the probable pricing pressure in the market. 50
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Business Plan for Service
Once you understand the business model for the product in question, the next step is to work with the sales manager to develop a business plan. There are multiple factors you need to consider before beginning to sell the product. FIrst is the projected number of units that sales think they can place in the field and the pace at which they believe they can sell the product. For the new product to be beneficial, the sales team will need to have a high degree of confidence that they can sell a significant quantity. In most cases, the potential should be more than 25 units to justify the investment in training and inventory costs. The next factor is the training requirements for the product, as well as the number of technicians needed to service the expected sales. For products that require a significant investment in time and cost of training, it may be that projected sales will justify a single technician. The risk with that is if the trained technician leaves, you may have an issue supporting the equipment while a second technician gets the needed training. It is important to evaluate the parts and supply inventory needed to support the new product. Will the technician(s) need to carry car stock for the equipment? If so, is there enough space for the additional parts in their vehicles? How much investment in car stock is required? If the equipment placements are in concentrated areas, the issue is more easily managed than if the equipment is scattered across a company’s geographic footprint. Once you understand the factors, you can start creating the budget for the project. It is important to manage expenses
during the start-up phase since service expenses will accrue before the service revenue starts to compensate. An accurate budget will help you measure your progress. Ideally, you will complete the planning process before making the decision about offering the product. Once you complete the business plan, you know what the return on investment (ROI) will be. And when ROI is calculated and the risks analyzed, then the company can make an informed decision.
Other Areas for Growth
In many dealerships, additional revenue for service comes from products or brands that the dealership may not sell. In the past, companies I worked for would service equipment even if they did not sell either the product or the brand. In some cases we serviced competitive equipment, and in other cases, we serviced related products that our customers used. In my career, I have serviced non-traditional equipment including ATMs, impact printers and paper shredders. There are additional challenges when you do not have a direct relationship with the manufacturers. Many MPS contract fit into this arena. The client may have printers that you do not sell. Before expanding into these areas, your business plan needs to address the additional issue of training and parts availability.
Success is Possible in NonTraditional Areas
There will be challenges in moving beyond traditional products and services, but you can be successful. The keys to success are proper planning and careful implementation of your plan. The rewards are worth the effort. ♦
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Britt Horvat
Technical Tips News Briefing
Xerox AltaLink B8090 Family and WorkCentre 5945 Drum Cartridges
Repairing and Rebuilding the Print Cartridges for the WC-5945/5955 and the new B8045/B8055/ B8065/B8075 & B8090 The new AltaLink B8090 family uses an extremely similar drum/developer cartridge as its predecessor models (WC5945/5955), only with a different CRUM chip. To complete these steps, you’ll need a Torx T-10 safety driver bit (T10S). B80909 Drum Cartridge
the small white coupling handy, as you’ll need it for turning the mag roll later on. Next, remove the front end cover (2 screws, see Photo #3).
W
e did cover the rebuild procedure of the upper half of the 5945 cartridges back in June of 2015. So let’s revisit these, since the same procedure will work on the new B8090 cartridges. We’ll also go a little deeper and cover the developer material replacement end of things. The WC-5945/5955 print cartridge is sold under the part number 013R00669 (13R669)., and has a stated yield of 200K according to the machine’s brochure. There is a new family of models in the style which uses an extremely similar cartridge (same drum, blade, etc., but a different CRUM chip): the AltaLink B8090 / B8075 / B8065 / B8055 / B8045 use 013R00675. These cartridges have an upper half which contains the drum, blade, charge roll and a cleaning roll (a white foam roll). The lower half has a developer station including an ATC sensor (Automatic Toner Concentration). Now let’s explore how to separate the upper drum/cleaning half and the developer station. This can get pretty messy, so make sure you are working over a drop-cloth. One notable change from the previous version of this article: it is easier to handle the drum without it falling over and getting hurt if you turn the whole unit upside down before removing the white drum/mag roll bushings. 52
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Photo #1: CRUM chip location
1. Replace the CRUM chip behind the right side of the front-end cover (1 screw – Torx T-10, see Photo #1) (CRUM chip part # B8090CN or 5945CN) 2. Remove the rear end cover (2 screws and release one clip on your lower left, see Photo #2). Take care that the white drum/mag roll bushing does not slip out until you’re ready, or else the drum becomes loose and can be easily damaged. Also, watch over the cleaning auger coupling as it will “pop” off the auger when you remove the cover. Keep Photo #2: Rear End Cover
Photo #3: Front End cover
3. Take off the front inner plate (3 screws, T-10, see Photo #4). Be careful that both the front and rear white plastic drum/mag roll bushings stay in place. Photo #4: Inner Front Cover 4. Very gently turn the unit upside down. Extract the white rear drum/mag roll bushing. Hold up the front end of the developer station as you extract the front drum/mag roll bushing. Caution: there is a metal contact with a D-shaped hole, which fits over the front D-shaft of the
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continued on page 54
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Xerox AltaLink B8090 Family and WorkCentre 5945 Drum Cartridges mag roller. This D-shaft must not be allowed to rotate, as it is designed to be fixed in place by the contact. This piece determines the angle of the magnet inside the mag roller and must not change position (Photo #5). You will want to remove the contact from the D shaft only for a moment: slide the drum/mag roll bushing off and then immediately put the contact back on the D shaft. The developer station can now be lifted off.
5. The drum with its bearings can now be lifted out of its cradle. This exposes the charge roll and drum blade (Photo #6)
Photo #5: Make sure this contact maintains the ‘D’ shaft’s position at all times. As it is critical to the magnet angle inside the Mag Roll.
7. Finally, you can remove the drum cleaning blade (2 screws) and gently vacuum out the waste toner auger behind the blade. Be very careful not to hurt the mylar recovery blade. Prepare to remove the developer station’s top cover. There are two screws on the side of the unit (one at front and one at the rear end, Photo #7). There are also two springs to release from the toner dispense shutter. Then there are
Photo #6: Blade, Charge Roll, & Cleaning Roll
6. The charge roll can now be replaced; use a little bit of conductive grease on the plastic cradles the charge roller sits in. The white foam roll just behind the charge roll is the charge roll cleaning roll. It comes out easily at this point as well.
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Photo #7: DV Station Top Cover Removal
Photo #8: DV Station Top Cover Removal 54
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3 clips (two shown in Photo #7, one in Photo #8). Release the metal contact at the front end of the DV station from the top cover (continue to keep the D shaft retained by this contact piece). You can now lift the front end of the top cover, pivoting it up so it hinges at the rear until its two indexing pins come out of the holes in which they are seated. When it comes off, watch that you don’t lose the small black plastic anchor/spring support, as it will now fall right off (Photo #9).
Photo #9: Spring Support from rear of Top Cover
8. Dump the old developer out of the unit. There are three things you must pay close attention to: • Keep the Mag Roll’s Keyed Bushing in-position at all times. (see Photo #10) • You can use the white Mag Roll Drive Coupling but be careful not to lose it. • Continue to keep the metal contact at the front end on the ‘D’ shaft of the Magnet, and also on its plastic retaining pin. With those three things in mind, tilt the DV unit vertically so the rear end points downward over an appropriate waste container and dump it out.
Photo #10: Watch the position of the Mag Roll’s Keyed Bushing. We Saw It In ENX Magazine
Then, turn the mag roll and brush it off with a soft bristled bottle brush or paint brush to clear the surface. Turn the mag roll about ¼ turn and brush it off again—you will need to do this about 40 times before you see less and less of the mag roll being covered with developer material. Eventually, it will all be brushed out. This part can be time consuming, so be patient. You should not use a vacuum to clean the unit out for two reasons. First, the ATC Sensor (Automatic Toner Concentration Sensor) is static sensitive and a vacuum could blow the sensor. Second, there are some tiny parts which could get sucked out easily, like the small rectangular-shaped screen piece with a narrow cover over it near the rear end of the unit. This piece is located in the “wall” between the augers of the developer mixing area. Be careful not to lose them or accidentally dislodge them with the brush (Photo #11).
Photo #11: DV Recycling Screen and narrow cap above it. Both pieces are loose so be careful not to lose them.
9. Once all the old developer has been dumped and brushed out, you can fill the top cover with new developer and install a peel-and-stick developer pull seal to keep everything in there until the customer pulls the seal at the time of installation. 10. Reassemble everything with care. That’s it, you’ve got it licked! ♦
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October 2018 | www.enxmag.com
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OCTOBER 2018
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Future Graphics...................... 29 Phone: 1-800-394-9900 www.fgimaging.com HP............................................... 3 hp.com/go/pagewideclaims Hytec......................................... 55 Phone: 1-800-883-1001 Phone: 1-407-297-1001 Fax: 1-407-297-4310 www.hytecrepair.com
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National Copy Cartridge........ 37 Phone: 1-619-562-6995 www.nationalcopycartridge.com
Intercom Exporting Inc.......... 53 Phone: 1-800-960-1119 Phone: 1-954-978-2121 Fax: 1-954-978-2412 www.intercomcopiers.com
Nectron International Inc....... 27 Phone: 1-281-240-2222 Phone: 1-800-456-4678 Fax: 1-281-240-0468 www.nectron.com
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OCTOBER 2018
Display Advertisers Index Ninestar Technology Co., LTD................................... 60 Phone: 1-800-817-0688 www.ninestartechonline.com Novatech................................... 42 www.Novatech.net/acquisitions
Pinnacle Sales, Inc................... 45 Phone: 1-440-734-9195 www.psi-ohio.com Quick Quality Cabinets.......... 51 Phone: 1-888-831-3030 Fax: 1-800-418-2525 www.qqcabinets.com
NuWorld Business Systems........ Ross International................... 47 10-14 Phone: 1-973-365-9900 Phone: 1-800-729-8320 Phone: 1-800-240-ROSS Fax: 1-800-829-0292 Fax: 1-973-473-8800 www.nuworldinc.com www.ross-international.com OES-Solutions......................... 31 Phone: 1-877-637-1240 www.oes-solutions.com store.oes-solutions.com Panasonic................................. 46 Info.panasonic.com/networkscanners
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Samsung................................... 23 www.hp.com/go/samsung
CONGRATULATIONS TO 2018 ELITE DEALERS
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Sharp........................................ 17 Siica.sharpusa.com/skywell Static Control............................ 2 Phone: 1-919-774-3808 Phone:1-800-488-2426 www.scc-inc.com Supplies Network.................... 19 Phone: 1-800-729-9300 www.SuppliesNetwork.com Supplies Wholesalers......... 62-63 Phone:1-866-817-8795 www.SuppliesWholesalers.com TonerCycle-InkCycle.............. 35 Phone: 1-877-894-8387 www.inkcycle.com 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 UniNet...................................... 43 www.uninetimaging.com Visual Edge Technology............ 5 www.visualedge.com
October 2018 | www.enxmag.com
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OCTOBER 2018
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