ENX MAGAZINE APRIL 2015 ISSUE

Page 1

APRIL 2015

VOLUME 22 NO. 4

Connecting People, Ideas and Products in the Document Imaging Industry since 1994 Connecting People, Ideas and Products in the Document Imaging Industry since 1994

engage ‘n exchange engage ‘n exchange

How to Be Successful

Frankly Speaking

with FlexPrint Founder & CEO Frank Gaspari

Selling Light Production & Wide Format

The Recipe For Successful Transformation OTSE Diamond Award Winner

U.S. Hardware Manufacturers Keep Focus On Margins As Well As Revenue

Business Profile

When it Comes to Service, Loffler Leads There Must Be a Better Way!

Winning Them Back How To Regain Lost Business

The 10 Biggest Mistakes Business Buyers Make

ENX Magazine ENX Magazine PO Box 2240 Suite 729 PO Box 2240 Suite 729 Toluca Lake, CA 91610-0240 USA Toluca Lake, CA 91610-0240 USA tel: 818-505-0022 tel: 818-505-0022 / fax: 818-505-9972 fax: 818-505-9972 email: enx@pacbell.net email: enx@pacbell.net www.enxmag.com www.enxmag.com

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e e n n xx

In This

Issue e n x

16 14 24 22

EDITOR’S NOTE EDITOR’SNOTE NOTE EDITOR’S

32 28

NEWS BRIEFING NEWSBRIEFING BRIEFING NEWS

Between The Lines Between The Lines: Making the Social Media Scene INDUSTRY STATE OF THE INDUSTRY STATEOF OFTHE THEINDUSTRY INDUSTRY STATE

ofLight 2015Production & Wide Format Trends Trendsetters 2015 How to Beand Successful Sellingof ByScott ScottCullen Cullen By HPHardware Sheds More Resellers As It Qualified AsFocus It Implements Implements New Qualified U.S. Manufacturers Keep On MarginsNew As Well As Revenue EDITOR’S NOTE Supplies Program 16 By Charles BetweenBrewer The Lines By Charles Brewer

In This36 24 Staff Staff

Issue

BUSINESS PROFILE STATE OF THE INDUSTRY BUSINESS PROFILE PROFILE BUSINESS PROFILE Trends and Trendsetters of 2015

40 40 Frankly Speaking FlexPrint Founder &New CEOQualified Frank Gaspari 44 32 HP Sheds More with Resellers As It Implements Copier Network LLC Static Control By Scott Cullen

DEALER SPOTLIGHT DEALER NEWS SPOTLIGHT: BRIEFING SPOTLIGHT: DEALER SPOTLIGHT:

A Conversation with Keith Keith Justus, Justus, President President of of Business Business Copier Solutions By Charles Brewer The Recipe For Successful Transformation SERVICE EXCELLENCE Supplies Program MANAGED SERVICES

46 SERVICE EXCELLENCE 48 40 By Charles Lamb BEI Services and ENX Magazine Magazine to to Acknowledge Acknowledge Service Service Static Control Excellence in 2015 50 44 When it&Comes to with Service, Leads of Business A Conversation Keith Loffler Justus, President SALES MARKETING 54 TheCopier Solutions Year Ahead 54 48 By Brad Roderick There Must Be a Better Way! SERVICE EXCELLENCE BUSINESS PROFILE

SERVICE EXCELLENCE DIAMOND AWARD WINNER DEALER SPOTLIGHT:

Staff

SALES SALES & & MARKETING MARKETING

RECRUITMENT

Susan Susan Susan Neimes Susan Neimes

SERVICE EXCELLENCE

BEI Services By Brad Roderickand ENX Magazine to Acknowledge Service MANAGED IT

Publisher & Managing Editor Editor Publisher Publisher & Managing Publisher & Managing

in 2015 58 HowExcellence to Win Over a New Prospect Prospect 56 54 Winning Them Back – How To Regain Lost Business By Dave Sobel The Year Ahead MANAGED IT

SALES & MARKETING SALES & MARKETING

Susan Neimes

Publisher & Managing Editor

By Brad Roderick By Troy Harrison EXIT STRATEGY

60 58The 10 Biggest Mistakes Business Business Sellers Sellers Make Make –– Part Part 11 of of 33 How to WinMistakes Over a New Prospect 58 The 10 Biggest Business Buyers Make – Part 1 of 3 By Jim Zipursky EXIT STRATEGY MANAGED IT

EXIT STRATEGY

By Dave Sobel

By Jim Zipursky

Advertisers Index Index 62 60Display The 10 Biggest Mistakes Business Sellers Make – Part 1 of 3 of Events Calendar of Industry Industry Events 66 65 ByCalendar By JimPros Zipursky Laser Printer Tech Tip Printer Tech Tip Display Advertisers Index 66 62 By Laser Pros 67 65 By Laser Pros Calendar of Industry XEROX PHASER 3635 &Events WC-3550 Technical Information Free Tech Help By Britt Horvat Printer Tech Tip Free Tech Help 68 66 By Laser Pros By Smarka! 70 68 Free 4110 Tech Help Style Smarka! Xerox 4110 Style Fuser Fuser Repairs Repairs 70 ByXerox By Smarka! By Britt Horvat Horvat Xerox 4110 Style Fuser Repairs 62 70By Britt By Britt Horvat 66 engage ‘n exchange engage ‘n exchange EXIT STRATEGY

Scott Cullen Scott Cullen Scott Scott Cullen

PRINTER TECH TIP

Editorial Director Editorial Director Editorial Director Editorial Director

Scott Cullen

Editorial Director

TECHNICAL HELP ®

®

TECHNICAL TIPS ® ®

Ronelle Ingram Ronelle Ingram Ingram Ronelle Ronelle Contributing Editor

Contributing Editor Contributing Editor Contributing Editor Ronelle Ingram Contributing Editor

DISPLAY ADVERTISERS INDEX ®

engage ‘n exchange

CALENDAR OF INDUSTRY EVENTS

engage ‘n exchange

engage ‘n exchange engage ‘n exchange engage ‘n exchange

Christina Kim Christina Christina Kim Kim Christina Kim Christina Kim Associate Editor

14 12 14 14

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México &

La Revista del Distribuidor Dealer Source La Revista Revista del del Distribuidor Distribuidor Dealer La Dealer Source Source La Revista del Distribuidor Dealer Source

Latin America Corporate Office Corporate Corporate Office Office Susan Neimes -- susan@enxmag.com Corporate Office Susan Corporate Office Susan Neimes Neimes - susan@enxmag.com susan@enxmag.com 10153 1/2 Riverside Drive., Suite 729, Toluca Lake, CA 91602 Susan Neimes susan@enxmag.com Susan Neimes - -susan@enxmag.com 10153 Drive., Suite 10153 1/2 1/2 Riverside Riverside Drive., Suite 729, 729, Toluca Toluca Lake, Lake, CA CA 91602 91602 10153 1/2 1/2 Riverside Drive., Toluca CACA 91602 tel. 818-505-0022 •• 729, fax. 10153 Riverside Drive, Suite Suite 729,818-505-9972 TolucaLake, Lake, 91602 tel. 818-505-0022 fax. 818-505-9972 tel. 818-505-0022 • fax. 818-505-9972 tel. 818-505-0022 818-505-0022 • •fax. 818-505-9972 tel. fax. 818-505-9972 Editorial Office: Editorial Office: Editorial Office: Editorial Office: Scott Cullen - scott@enxmag.com Editorial Office: Scott Cullen Scott Cullen - -scott@enxmag.com Scott Cullen - scott@enxmag.com scott@enxmag.com Scott Cullen scott@enxmag.com 21 Llanfair Lane, Ewing, NJ 08618 •• 609-406-1424 tel. 609-406-1424 21 Llanfair NJ08618 08618 609-406-1424 LlanfairLane, Lane, Ewing, Ewing, NJ • tel. 2121 Llanfair Lane, 08618 • tel. tel. 609-406-1424 21 Llanfair Lane,Ewing, Ewing, NJ NJ 08618 • tel. 609-406-1424 engage ‘n exchange

Associate Editor Associate Editor Associate Editor Associate Editor

México & México && México Latin America Latin LatinAmerica America

La Revista del Distribuidor Dealer Source

ENX Magazine is monthly by Business Communications, Inc. Any inquiries should be sent to: enx@pacbell.net orthe mailed to the corporate office. ENX Magazine is published monthly by Affinity Business Communications, Inc. Any inquiries should be sent enx@pacbell.net or mailed to corporate office. ENX Magazine is ispublished published monthly bybyAffinity Affinity Business Communications, Inc. Any inquiries should be sent to: enx@pacbell.net mailed to the the corporateoffice. office. ENX Magazine published monthly Affinity Business Communications, Inc. Any inquiries should beto: sent to: or to ENX Magazine is published monthly by Affinity Business Communications, Inc. Any should be sent to: enx@pacbell.net enx@pacbell.net ormailed mailed to thecorporate corporate office. Copyright ©2014 by ENX Magazine printed in the U.S.A. Allreproduction reproduction inin whole or inquiries partpart is prohibited without written permission. Cover photo from shutterstock.com Copyright ©2014 by ENX Magazine printed in U.S.A. All whole or is without written permission. Cover photo from shutterstock.com Copyright ©2014 by ENX Magazine printed ininthe the U.S.A. AllAll reproduction whole or part is prohibited prohibited without written permission. permission. Cover photofrom fromfotolia.com shutterstock.com Copyright ©2015 ENX Magazine printed the U.S.A. reproductioninin in whole or photo Copyright ©2014 byby ENX Magazine printed in the U.S.A. All reproduction whole or part part is prohibitedwithout withoutwritten written permission.Cover Cover photo from shutterstock.com

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Contributors

B E T W E E N

T H E

L I N E S

Charles Brewer | Charles Brewer is the founder and president of Actionable Intelligence, the digital imaging industry’s leading market research firm. He was an editor for Inc. magazine and ComputerWorld during the 1990s, and more recently, the managing editor of The Hard Copy Supplies Journal. Mr. Brewer’s analysis is currently featured at his firm’s website, www.Action-Intell.com.

Making the Social Media Scene

Troy Harrison | Troy Harrison is the author of “Sell Like You Mean It!” and a Speaker, Consultant, and Sales Navigator. He helps companies build more profitable and productive sales forces with his cutting-edge sales training and methodologies. For information on booking speaking/training engagements, consulting, or to sign up for his weekly E-zine, call 913-645-3603, e-mail Troy@TroyHarrison. com, or visit www.TroyHarrison.com.

As the list of people and companies I’m following on Twitter grows, the challenge I have is how to make sure I’m not missing the most informative Tweets amidst all the many other Tweets on my Twitter feed that I’m scrolling through a few times each day in search of something truly informative. I guess that’s a challenge for anyone on Twitter.

Charles Lamb | 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. Brad Roderick | As Executive Vice President, Brad Roderick sets Sales and Marketing strategy for InkCycle across all channels and is responsible for the entire “Customer Experience” from products to partnerships. You can reach him at broderick@inkcycle.com or find him on Twitter @BradRoderick. Jim Zipursky | Jim Zipursky is the Managing Director of CFA-MidWest, an investment bank serving the middle market. Jim is a registered representative of Silver Oak Securities, Inc., member FINRA/SIPC. For more information visit www.cfaw.com/omaha. Follow Jim on Twitter (@jazcfane) for articles and information about M&A. For more information about Exit Strategies or Selling Your Business, feel free to contact Jim at (402) 330-2160 or jaz@cfaomaha.com.

Some folks in this industry swear by social media. There are serial Tweeters and casual Tweeters as well as passive Twitter folk who read everybody else’s Tweets, but don’t usually Tweet themselves.

While I’m talking about Twitter and talking about being informative, in case you weren’t aware, ENX, Susan Neimes, and myself are now making the social media scene on Twitter. I encourage you to follow us. I guarantee we will not Tweet you senseless. Instead, we’ll do our best to turn you on to key content in ENX and ENX/The Week in Imaging, our weekly newsletter as well as occasional Tweets about what we’re seeing at industry conferences and events. We firmly believe that ENX and ENX/The Week in Imaging offer some of the most unique, diverse, and informative content in the industry. And we remain focused on ensuring that the content we’re Tweeting is worth your time, especially when we’re asking you to click on a link and read one of our articles or columns. The last thing we want to do is waste your time. Please take a trip to www.enxmag.com and follow us on Twitter. I promise we’ll be good together.

Thanks for reading. Scott Cullen Editorial Director

Stay Connected Share Your Views

Technical Article Contributors Britt Horvat | 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 www.partsdrop.com. 14

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Digital MFC | W-Network....... PPF-5750eColor 33.6Kbps Laser| 23ppm Fax w/| Duplex Network...................................$719 MFC-J4410DW 25ppm Color Inkjet MFP..........................................$172 OTHER MODELS AS SHOWN MFC-8710DW 40ppm AIO w/ Duplex/Wireless Network..................$375 PPF-5750e 33.6Kbps Laser Fax w/ Network...................................$719 MFC-8910DW 42ppm AIO w/ Duplex/Wireless Network..................$424 MFC-J4410DW 25ppm Color Inkjet MFP..........................................$172 MFC-9130CW 19ppm Color AIO w/ Wirelss Network.......................$369 MFC-8710DW 40ppm AIO w/ Duplex/Wireless Network..................$375 DCP-7060D 24ppm Mono Digital Copier MFP.................................$118 MFC-8910DW 42ppm AIO w/ Duplex/Wireless Network..................$424 DCP-8110DN 38ppm Mono Digital Copier MFP.............................$284 MFC-9130CW 19ppm Color AIO w/ Wirelss Network.......................$369 DCP-8150DN 40ppm Mono Digital Copier MFP.............................$335 DCP-7060D 24ppm Mono Digital Copier MFP.................................$118 HL-2240D 24ppm B&W Laser Printer w/ Duplex.............................$112 DCP-8110DN 38ppm Mono Digital Copier MFP.............................$284 HL-5450DN 40ppm B&W Laser Printer w/ Network/Duplex.............$188 DCP-8150DN 40ppm Mono Digital Copier MFP.............................$335 HL-2240D 24ppm B&W Laser Printer w/ Duplex.............................$112 HL-5450DN 40ppm B&W Laser Printer w/ Network/Duplex.............$188

MULTIFUNCTIONS

FAXES & PRINTERS

C911DN Multimedia Production Duplex Color Printer C911DN

MULTIFUNCTIONS

FAXESCX2731 & PRINTERS

• 50ppm BW/Color Multimedia Production • 530 Sheets Duplex Color Printer + 300-Sheet MPT 2GB RAM Mem. • 50ppm BW/Color • 530 Sheets + 300-Sheet MPT • 2GB $ RAM Mem.

SALE! SCX-6555NX SCX-6555N/ SCX-6555NX

1000 REBATE

1000

$

BIG SALE! REBATE C931DN.................................................

$200 BIG REBATE SALE! $200 BIG $150 Rebate SL-M4530ND..................................... REBATE SALE!

$200 Rebate SL-M4530NX..................................... $150 $400 Rebate SL-M4530ND..................................... SL-M4583FX...................................... $200 $100 Rebate SL-M4530NX..................................... SL-M4580FX...................................... $400 Rebate $50 Rebate SL-M4583FX...................................... SL-M3820DW.................................... $100 Rebate $50 Rebate SL-M4580FX...................................... SL-M4020ND.....................................

679 679 MC770MFP..........................................

$95 Rebate SL-M4070FR......................................

$350 Rebate $1250 Rebate MB770MFP.......................................... MC780FMFP............................... ALL REBATES ARE VALID THROUGH MARCH 31, 2015! $500 Rebate MC780FXMFP.............................. $1350 Rebate MB770F/FX.........................................

SALE!

$250 Rebate CLX-8640ND.................................... $300 Rebate CLX-8650ND....................................

SALE!

$150 Rebate Rebate SL-C2620DW.................................... $250 CLX-8640ND.................................... $125 Rebate Rebate CLP-775ND...................................... $300 CLX-8650ND.................................... $175 Rebate Rebate ML-4512ND...................................... $150 SL-C2620DW....................................

$125 Rebate SL-C2670FW....................................

ALL REBATES ARE VALID THROUGH MARCH 31, 2015 DOCUMENT SCANNERS SCANSNAP IX500 DOCUMENT SCANNERS

DR-C130

25ppm Color Desktop Scanner

DR-C130 30ppm B&W/ DR-C225 Grayscale/

25ppm Color Desktop Scanner

DR-C225

30ppm Color Desktop Scanner

INCREDIBLE

30ppm B&W/ Grayscale/ Color (Simplex)

DEAL!

BIG SALE!

INCREDIBLE

INCREDIBLE

DEAL!

BIZHUB 4050 / 4750 BIZHUB C3350 / C3850 BIZHUB 4050 224E / 4750 284E / 364E BIZHUB C3350 C224E / C3850 C284E / C364E BIZHUB 224E / 284E / 364E BIZHUB C224E / C284E / C364E

M601N/DN

REBATE SALE!

M601DN

MFPs & Faxes FAX-3320L MFPs & Faxes

**ALL REBATES ARE VALID THROUGH MARCH 31, 2015**

33.6 Kbps Laser Fax

MP201SPF

21ppm B&W Copier

FAX-3320L

MP201SPF $

$ Laser Fax

33.6 Kbps

1179

755

21ppm B&W Copier

$

1179

$ 755 1999

AFICIO SP C821DN BLOWOUT

$

SALE!

50ppm BW/Color MFP

BLOWOUT AFICIO BIG SP SALE! C821DNSP C250DN.............................................. $ REBATE $150 SP 201NW................................................ 50ppm $40 BW/Color MFPSP C320DN.............................................. SALE! REBATE $45 REBATE SP 4100NL / 4310N.................................. $80 REBATE $180 REBATE SP C431DN.............................................. SP 5200S................................................. BIGREBATE SALE! $150 SP SP C250DN.............................................. $80 $200 REBATE REBATE SP 201NW................................................ 6330N................................................. SP 5210SF / SR........................................ $40 REBATE $45 REBATE SP 4100NL / 4310N.................................. SP C320DN.............................................. $300 REBATE SP C250SF............................................... $75 REBATE SP 5200DN.............................................. $80 REBATE $180 REBATE SP 5200S................................................. $260 REBATE SP $80 REBATE SP C431DN.............................................. 5210DN.............................................. SP C252SF............................................... $80 REBATE $200 REBATE SP 6330N................................................. SP 5210SF / SR........................................ ALL REBATES ARE VALID TILL 3/31/15 OR WHILE SUPPLIES LAST! $300 REBATE SP C250SF............................................... $75 REBATE SP 5200DN.............................................. $260 REBATE SP C252SF............................................... $80 REBATE SP 5210DN..............................................

1999

Printers & MFPs

ALL REBATES ARE VALID TILL 3/31/15 OR WHILE SUPPLIES LAST!

MS312DN

MS415DN PrintersMS510DN & MFPs

MS312DN

MS415DN

35PPM MONO LASER PRINTER 40PPM MONO LASER PRINTER 45PPM MONO LASER PRINTER

Digital Duplicators

35PPM MONO LASER PRINTER 40PPM MONO LASER PRINTER 45PPM MONO LASER PRINTER

SD440..............60-130 sheets per minute SD710..............60-135 sheets per minute

BIG SALE! BIG SALE!

CT-S601 CT-S801

200mm/s // 256K 384K Mem. Mem. 300mm/s

CT-S310II CT-S601

160mm/s // 384K 384K Mem. Mem. 200mm/s

CT-S310II

CALL!

CALL!

MS510DN $

150

REBATE

150

$

CALL! CS510DE

CALL! MX310DN

CX410E REBATE

CS510DE

MX310DN

CX410E $

32PPM COLOR LASER PRINTER 35PPM MONO LASER MFP

CALL!

CALL!

32PPM COLOR LASER PRINTER 35PPM MONO LASER MFP

CALL!

CALL!

32PPM COLOR LASER MFP

175

32PPM COLOR LASER MFP

REBATE

175

$

REBATE MS315DN | 37PPM MONO LASER PRINTER.................CALL!

BIG SALE! BIG SALE!

CS310N | 25PPM COLOR LASER PRINTER........$90 REBATE MS315DN | 37PPM MONO LASER PRINTER.................CALL! MX410DE | 40PPM MONO LASER MFP...........$180 REBATE PLEASE CALL FOR MARCH REBATES INFORMATION! CS310N | 25PPM COLOR LASER PRINTER........$90 REBATE CX310DN | 25PPM COLOR LASER MFP...........$150 REBATE MX410DE | 40PPM MONO LASER MFP...........$180 REBATE PLEASE CALL FOR REBATES INFORMATION! ALL REBATES AREMARCH VALID THROUGH MARCH 31, 2015!

CX310DN | 25PPM COLOR LASER MFP...........$150 REBATE

160mm/s Parts Order Ho t l i/ 384K n eMem.: 5 6 2 . 9 7 7 . 4 9 4 9 Price and availability subject to change without notice. Nuworld is not responsible for typographical errors or inaccurate specifications. Prespective a r t owners. s Order Hotline: 562.977.4949 Registered trademarks are properties of their

ALL REBATES ARE VALID THROUGH MARCH 31, 2015!

M602X......$217 Rebate M602N......$150 Rebate M602DN...$180 Rebate M602X......$217 Rebate

Digital Duplicators

300mm/s / 256K Mem.

Image shown: CT-S801

M602N/DN/X

LASERJET PRO P3015N.................................................BIG SALE! COLOR LASERJET M451DW....................................$100 OTHER MODELS AS SHOWN: REBATE COLOR LASERJET M551DN.....................................$187 REBATE LASERJET PRO P3015N.................................................BIG COLOR LASERJET ENTERPRISE M651DN.....................BIGSALE! SALE! COLOR LASERJET M451DW....................................$100 LASERJET PRO M225DW MFP.................................$100 REBATE REBATE COLOR LASERJET M551DN.....................................$187 REBATE LASERJET PRO M1536DNF MFP...............................$50 REBATE COLOR LASERJET ENTERPRISE M651DN.....................BIG SALE! LASERJET PRO M425DN MFP.........................................BIG SALE! LASERJET PRO M521DN M225DWMFP..................................$225 MFP.................................$100 REBATE LASERJET PRO REBATE LASERJET PRO M1536DNF MFP...............................$50 REBATE LASERJET ENTERPRISE FLOW M525C MFP..................BIG SALE! LASERJET PRO M425DN MFP.........................................BIG SALE! COLOR LASERJET PRO M276NW...................................BIG SALE! LASERJET PRO M521DN MFP..................................$225 REBATE REBATE COLOR LASERJET PRO M476NW............................$130 LASERJET ENTERPRISE FLOW M525C MFP..................BIG SALE! COLOR LASERJET PRO M570DN.............................$250 REBATE COLOR PRO M276NW...................................BIG SALE! COLOR LASERJET LJ ENTERPRISE M575DN MFP..........................BIG SALE! COLOR LASERJET PRO M476NW............................$130 REBATE **ALL REBATESPRO AREM570DN.............................$250 VALID THROUGH MARCH 31, 2015** COLOR LASERJET REBATE COLOR LJ ENTERPRISE M575DN MFP..........................BIG SALE!

$

BIG SALE! PRINTERS & MULTIFUNCTIONS BIG SALE! PRINTERS & MULTIFUNCTIONS

CT-S801

Image shown: CT-S801

M602N......$150 Rebate 45ppm Monochrome 21ppm B&W/Color Network-Ready Printers M602DN...$180 Multifunction Printers Rebate

i2400 SHEETFED

659

LASERJET PRO M602N/DN/X LASERJET 21ppm B&W/Color Multifunction PROPrinters

$100 BIG $50 BIG REBATE SALE! REBATE SALE! M601DN $100 BIG $50 BIG REBATE OTHER MODELS SALE!AS SHOWN:

M401N/DNE

SCANSNAP $ IX500 435

SD365......80-100-130 sheets per minute SD440..............60-130 sheets per minute SD710..............60-135 sheets per per minute SD365......80-100-130 sheets minute

Image shown: SD365

35ppm Monochrome Network-Ready Printers

$ SCANNER 659 DEAL! 30ppm Color Desktop Scanner

BIG SALE!

Image shown: SD365

LASERJET PRO M601N/DN LASERJET 45ppm Monochrome Network-Ready PROPrinters

$ 435 SHEETFED DEAL! i2400 SCANNER

25ppm B&W/ Grayscale/ Color (Simplex)

*Image Shown: Bizhub *Image C364E Shown: Bizhub C364E

LASERJET PRO M401N/DNE LASERJET 35ppm Monochrome Network-Ready PROPrinters

INCREDIBLE

25ppm B&W/ Color (Simplex) Grayscale/ Color (Simplex)

$ Rebate $750

$250 Rebate MC780MFP.................................... $1000 Rebate MB760MFP.......................................... BIG SALE! $750 Rebate $350 Rebate MC770MFP.......................................... $1250 Rebate C931DN................................................. MB770MFP.......................................... MC780FMFP............................... $250 Rebate Rebate MC780MFP.................................... $1000 $500 $1350 Rebate Rebate MB760MFP.......................................... MB770F/FX......................................... MC780FXMFP..............................

BIG BIG

25ppm B&W/ Color MFPs

$225 Rebate Rebate ML-5012ND...................................... $125 CLP-775ND...................................... $250 Rebate Rebate ML-5017ND...................................... $175 ML-4512ND...................................... $50 Rebate $200 Rebate SL-M3820DW.................................... SL-M5370LX...................................... $250 Rebate Rebate ML-5515ND...................................... $225 ML-5012ND...................................... $50 Rebate $350 Rebate Rebate SL-M4020ND..................................... SL-M3870FW..................................... ML-6515ND...................................... $250 ML-5017ND...................................... $200 Rebate $95 Rebate $125 Rebate Rebate SL-C2670FW.................................... SL-M5370LX...................................... SL-M4070FR...................................... $250 ML-5515ND...................................... $50ARE Rebate $350 SL-M3870FW..................................... ALL REBATES VALID THROUGH MARCH 31, 2015 Rebate ML-6515ND......................................

• 27ppm Copy, Print, Scan, Fax Color • 31ppm B&W With Duplex & Network

BEST BUY

REBATE

55ppm B&W MFPs

CX2731

$

SALE! CLX-6260FW 25ppm B&W/ CLX-6260FD/ Color MFPs CLX-6260FW

55ppm B&W MFPs

Copy, Print, Scan, Fax With Duplex & Network

• 250-Sheet • Capacity 27ppm Color • 31ppm B&W • 250-Sheet BEST BUY Capacity

$150 $200 BIG REBATE SALE! $200 $150 BIG CLX-6260FD/ 45ppm B&W MFP

35ppm B&W MFPs

HL-L8250CDN

HL-L8350CDW HL-L8250CDN

LASERJET PRINTERS & MFPS

SCX-6545N

BIG SALE! BIG SCX-6555N/

$149

**NEW INTRO SPECIAL** 32PPM COLOR PRINTER • DUPLEX • NETWORK........ $329

MONOCHROME & COLOR MONOCHROME & COLOR

LASERJET PRINTERS & MFPS

COPIERS • FAXES 45ppm • PRINTERS B&W MFP

SCX-5935NX SCX-5935FN/ SCX-5935NX

MFC-7860DW

SPECIALFACTORY SALE!

Same Day Shipping

MULTIFUNCTION COPIERS • FAXES • PRINTERS MULTIFUNCTION SCX-5935FN/ SCX-6545N

Copiers, Faxes, MFPs, Printers, Scanners Copiers, Faxes, MFPs, SPECIALPrinters, SALE! Scanners

Price and availability subject to change without notice. Nuworld is not responsible for typographical errors or inaccurate specifications. Registered trademarks are properties of their respective owners.

ALL REBATES ARE VALID THROUGH MARCH 31, 2015!

NBS / ENX | April 2015 NBS / ENX | April 2015

17


The Prime Source for T E L: 800.729. 8320 FAX: 800.829. 0292 The Prime Source for

Since 1985 Since 1985

T E L: 800.729. 8320

FAX: 800.829. 0292

INSTANT REBATE SALE! INSTANT REBATE SALE!

ALL INSTANT REBATE PROMOS ARE VALID THROUGH MARCH 31, 2015 TO CANON PREMIER PARTNERS OR WHILE SUPPLIES LAST! ALL INSTANT REBATE PROMOS ARE VALID THROUGH MARCH 31, 2015 TO CANON PREMIER PARTNERS OR WHILE SUPPLIES LAST!

D1350 / D1370

MF8280CW / MF8580CDW MF810CDN / MF820CDN

Digital Copiers, Printers, Faxes, Scanners with Network

Color Copiers, Printers, Faxes, Scanners with Network

D1350 / D1370 • Up to 35ppm

Color Copiers, Printers, Faxes, Scanners with Network

MF8280CW / MF8580CDW MF810CDN / MF820CDN • 26ppm Color/BW (MF810Cdn)

• 14ppm Clr/BW (MF8280Cw) Copiers, Printers, Faxes, •Color 21ppm Clr/BW (MF8580Cdw) Network •Scanners 250 Sheetswith (MF8580Cdw) • Auto Duplex (MF8580Cdw) • 14ppm Clr/BW (MF8280Cw) • 21ppm Clr/BW (MF8580Cdw) • 250 Sheets (MF8580Cdw) Image Shown: • Auto Duplex (MF8580Cdw)

Digital Copiers, • 500-Sheet Tray Printers, Faxes, Scanners • 33.6Kbps with Fax Network • PS3, Secure Print, 256MB • Up to 35ppm Memory, • 500-Sheet Tray PCL, Scan• 33.6Kbps Fax to-Email • PS3, Secure Print, 256MB (D1370) Memory, PCL, Scan- REBATE to-Email (D1370)

100 $150 REBATE REBATE $ 100 $150 $

150 $ 150 $

8280CW

REBATE

MF8580CDW

8580CDW

REBATE

REBATE

8280CW

8580CDW

Image Shown: MF8580CDW

Color Copiers, Printers, Faxes, • 36ppm Color/BW (MF820Cdn) Scanners Network • 550 Sheetswith + 1-Sheet MPT • Duplex Versatility • 26ppm Color/BW (MF810Cdn) • 36ppm Color/BW (MF820Cdn) • 550 Sheets + 1-Sheet MPT • Duplex Versatility

100 $150 REBATE REBATE $ 100 $150 $

810CDN

820CDN

REBATE

REBATE

810CDN

820CDN

MF7470

MF9220CDN / MF9280CDN MF6180DW

Digital Copier, Printer, Fax, Scanner with Network

Color Copiers, Printers, Faxes, Scanners with Network

Digital Copier, Printer, Fax, Scanner with Network

Digital Copier, Printer, Fax, • Duplex Versatility Scanner withdpi Network • 1200 x 1200 Res.

Color Copiers, Printers, Faxes, • 384MB Memory Scanners with Network (MF9220Cdn)

Digital Copier, Printer, Fax, • 1200 x 600 dpi Res. Scanner Network • USB 2.0 with Hi-Speed/

• PCL 5e/6, PS3 • 22ppm Color/B&W (MF9280Cdn) • 384MB Memory (MF9220Cdn) • PCL 5e/6, PS3 (MF9280Cdn)

Ethernet/Wireless • Up to 35ppm • 50-Sheet ADF • 1200 x 600 dpi Res. • USB 2.0 Hi-Speed/ Ethernet/Wireless$ • 50-Sheet ADF

MF7470 • 25ppm

MF9220CDN / MF9280CDN MF6180DW • 22ppm Color/B&W • Up to 35ppm

• 500-Sheet Tray • 25ppm • 33.6 Kbps Super G3 Fax • Duplex Versatility • 1200 x 1200 dpi Res. • 500-Sheet Tray • 33.6 Kbps Super G3 Fax

150 $200 REBATE REBATE $ 150 $200 $

200 REBATE $ 200 $

REBATE

9220CDN

9280CDN

REBATE

REBATE

9220CDN

9280CDN

100 199 REBATE $ $ 100 199 $

REFURBS 6160DW

REBATE

REFURBS 6160DW

MF4770N / MF4890DW

LBP6670DN / LBP6780DN

LBP7660CDN / LBP7780CDN

Digital Copier, Printer, Fax, Scanner with Network

B&W Laser Printers with Network

Color Laser Duplex Printers with Network

• 35ppm (LBP6670DN) B&W Laser Printers • 42ppm (LBP6780DN) with Network • 500-Sheet Tray + 100-Sheet MPT Image Shown: • 35ppm (LBP6670DN) LBP6780DN (LBP6780DN) • 42ppm (LBP6780DN) • 500-Sheet Tray + 100-Sheet MPT Image Shown: LBP6780DN $ (LBP6780DN)

• 21/10ppm Color/B&W Color Laser Duplex (LBP7660CDN) Printers with Network • 33ppm Color/B&W (LBP7780CDN) Image Shown: • 21/10ppm Color/B&W LBP7780CDN (LBP7660CDN) • 33ppm Color/B&W (LBP7780CDN) Image Shown:

Image Shown: MF4890DW

MF4770N / MF4890DW • 24ppm B&W (MF4770N) Digital Copier, Printer, Fax, • 26ppm B&W (MF4890DW) Scanner with Network • 250-Sheet Tray • 50-Sheet Duplex • 24ppm B&W (MF4770N) (MF4890DW) • 26ppm B&W (MF4890DW) • 250-Sheet Tray • 50-Sheet Duplex (MF4890DW)

Image Shown: MF4890DW

60 $100 BLOWOUT REBATE REBATE SALE! $ 60 $100 BLOWOUT

LBP6670DN / LBP6780DN

LBP7660CDN / LBP7780CDN

150 $200 139 $149 $150 $200 $245 REBATE REBATE REBATE REBATE $ $ $ 150 200 $139 $149 150 $200 $245 REBATE REBATE A l l s u p p lSALE! i e s & P aREBATE r t s aREBATE v a i l a b l e f o r p rREBATE o m p tREBATE delivery! $

4770N

4890DW

4770N 4890DW ENX Magazine | www.enxmag.com

18

$

LBP7780CDN

6670DN

6780DN

6030W

6670DN

6780DN

6030W

6200D

7660CDN

7780CDN

7110CW

6200D

7660CDN

7780CDN

7110CW

Price and availability subject to change without notice. Nuworld is not responsible for typographical errors or inaccurate specifications. Registered trademarks are properties of their respective owners.

All supplies & Parts available for prompt delivery!

ENX Magazine | www.enxmag.com

Price and availability subject to change without notice. Nuworld is not responsible for typographical errors or inaccurate specifications. Registered trademarks are properties of their respective owners.


Copiers • Printers • MFPs • Faxes • Scanners Copiers • Printers • MFPs Same • Faxes • Scanners Day Shipping Blind Drop Shipping Blind Drop Shipping

FAXES

PRINTERS

FAXES UF-4500

PRINTERS UF-5500

Laser Fax w/ PC Print, Color Scan

BIG SALE! BIG SALE!

Laser Fax w/ PC Print, Color Scan

UF-4500

10 $ $ 10 309

10 $ $ 10 419 $

Laser Fax w/ PC Print, Color Scan

REBATE

REBATE

REBATE

MFPs

PANABOARDS

MFPs UF-6200

PANABOARDS UF-7200

Laser Fax w/ Print, Scan, Internet Fax, Email

UF-5500

$

Laser Fax w/ PC Print, Color Scan

Same Day Shipping

UF-6200

20 $ $ 20 625

REBATE

REBATE

AFTER REBATE

309

$

$

419

Multifunction Business Fax w/ Network Print

Multifunction Business Fax w/ Network Print

Multifunction Business Fax w/ Network Print

30 REBATE $ 30

AFTER REBATE

$

625

UF-8200

50 $ 50

$

REBATE

AFTER REBATE

UF-8200

Multifunction Business Fax w/ Network Print

UF-7200

$

Laser Fax w/ Print, Scan, Internet Fax, Email

ALL REBATE PROMOS ARE VALID WHILE ALL REBATE SUPPLIES LAST! PROMOS ARE VALID WHILE SUPPLIES LAST!

$

REBATE

GENERAL SPECIFICATIONS REBATE • 33.6Kbps Fax AFTER • 24ppm B&W • 4MB Memory • 250 Sheets

GENERAL SPECIFICATIONS AFTER REBATE • PC Fax, Network Print/Clr Scan • 33.6Kbps Fax • 24ppm B&W

GENERAL SPECIFICATIONS REBATE • 33.6Kbps Fax AFTER • 6.5ppm B&W • 8MB Memory • 250 Sheets

GENERAL SPECIFICATIONS • 33.6Kbps Fax • 19ppm B&W REBATE • 3MB Memory • 550 Sheets

GENERAL SPECIFICATIONS • 33.6Kbps Fax • 19ppm B&W REBATE • 3MB Memory • 550 Sheets

GENERAL SPECIFICATIONS • 33.6Kbps Fax • 24ppm B&W • 4MB Memory • 250 Sheets

GENERAL SPECIFICATIONS • PC Fax, Network Print/Clr Scan • 33.6Kbps Fax • 24ppm B&W

GENERAL SPECIFICATIONS • 33.6Kbps Fax • 6.5ppm B&W • 8MB Memory • 250 Sheets

GENERAL SPECIFICATIONS • 33.6Kbps Fax • 19ppm B&W • 3MB Memory • 550 Sheets

GENERAL SPECIFICATIONS • 33.6Kbps Fax • 19ppm B&W • 3MB Memory • 550 Sheets

DP-MB350

DP-MC210P / D / S1

B&W Duplex Multifunction Copier, Printer, Color Scanner, Fax Machine w/ Network

DP-MB350

GENERAL SPECIFICATIONS

B&W Duplex Multifunction Copier, Printer, • 35ppm B&WScanner, Fax Machine w/ Network Color • 520-Sheet Tray • 50-Sheet RADF •GENERAL Hi Speed SPECIFICATIONS • USB 35ppm 2.0B&W Interface • 520-Sheet Tray Network Scan/ • to-Email 50-Sheet RADF • Hi Speed 33.6Kbps USB Fax 2.0 Interface • Modem Network Scan/ to-Email • 33.6Kbps Fax Modem

535 $ 535 $

BLOWOUT

SALE!

Desktop Color Copiers, Printers, Color Scanners, Fax Machines w/ Network

DP-MC210P / D / S1

GENERAL SPECIFICATIONS

Desktop Color Copiers, Printers, • 21ppm B&W/Color Color Scanners, Fax Machines w/ Network • 250-Sheets/50-Sheet ADF • Network Scan/to-Email •GENERAL 33.6KbpsSPECIFICATIONS Fax Modem • 21ppm B&W/Color Duplex Unit (MC210D/ • MC210S1) 250-Sheets/50-Sheet ADF • Network Scan/to-Email 2nd 520-Sheet Tray • (MC210S1) 33.6Kbps Fax Modem • Duplex Unit (MC210D/ MC210S1) • 2nd 520-Sheet Tray (MC210S1)

BLOWOUT

555 MC210P $ 555 $

665 MC210D $ 665 $

799 MC210S1 $ 799 $

KX-CL400

Digital Color Laser Printer with Network, One-Pass Print Technology

KX-CL400

GENERAL SPECIFICATIONS

Digital Color Laser Printer • 18ppm withBW/Color Network, One-Pass Print Technology • 1200 x 1200 dpi Res. • 530-Sheet Cap. SPECIFICATIONS •GENERAL 128MB Memory • 18ppm EthernetBW/Color / USB 2.0 • 1200 x 1200 dpi Res. Auto Interface • Switching 530-Sheet Cap. • 128MB Memory • Ethernet / USB 2.0 • Auto Interface Switching

359 $ 359 $

SALE! MC210D MC210S1/ T880W UB-5335 / 5835 UB-7325 /MC210P 8325 / EW UB-T880

2-Panel Electronic White Boards with Integrated Printer

UB-5335 / 5835

GENERAL 2-Panel Electronic White SPECIFICATIONS

Boards with Integrated Printer

• 50” Diagonal (UB-5335) GENERAL • 62.1” Diagonal SPECIFICATIONS (UB-5835) • 50” CIS Diagonal (Contact (UB-5335) Image Sensor • 62.1” Diagonal USB. 2.0 PC (UB-5835) Interface • CIS (Contact Stand (Option) Image Sensor • USB. 2.0 PC Interface • Stand (Option)

Interactive Electronic White Boards with Integrated Printer

Interactive Elite Electronic White Boards

UB-7325 / 8325 / EW GENERAL UB-T880 / T880W GENERAL

FREE DUPLEX WITH 40GB HDD

FREE DUPLEX WITH 40GB HDD UB-5338C / 5838C 2-Panel Electronic Color White Boards

UB-5338C / 5838C

Interactive Electronic White SPECIFICATIONS

Interactive Elite Electronic SPECIFICATIONS

GENERAL 2-Panel Electronic SPECIFICATIONS

• 62.1” Diagonal • 4-Panel Electronic GENERAL Board (UB-7325) SPECIFICATIONS • 2-Screen • Compressed 62.1” Diagonal • Copying 4-Panel Electronic Board (UB-7325) (UB-8325/ • UB-8325EW) 2-Screen Compressed Copying (UB-8325/ UB-8325EW)

• 77” Diagonal (UB-T880) GENERAL • 82” Diagonal SPECIFICATIONS (UB-T880W) • 77” Diagonal 46.26”H x 63.07”W (UB-T880) (UB-T880) • 82” Diagonal 46.26”H x 72.64”W (UB-T880W) • 46.26”H x 63.07”W (UB-T880) • 46.26”H x 72.64”W (UB-T880W)

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21


Scott Cullen

State of the Industry

How to Be Successful Selling Light Production & Wide Format

A

As more dealers delve into the higher end production space, greater numbers are searching for opportunities with light production and wide format devices in not only traditional production environments, but within their traditional accounts as well. That’s because these devices aren’t that far removed from the devices they’ve long been comfortable selling into the traditional office space. Before we get much further into this, it’s a good idea to define ‘light production,’ a term that tends to mean different things to different people. Larry White, senior vice president of sales for Toshiba America Business Solutions, acknowledges that for some it’s machines in the 70-ppm range doing 50,000+ copies per month. “To me that’s not light production,” he opines. “Light production is more about the product’s capabilities than anything else so it’s customers that need high-end finishing like booklet making and things of that nature along with the ability to run high on-demand volumes.” Similarly, Sharp’s Senior Product Manager Product Planning and Marketing Kent Villarreal says, “For Sharp light production means an operator is running that device and the [color] page volumes are averaging 50,000-150,000 copies per month.” To get a better idea of how dealers can be successful selling light production and wide format we went directly to the source— the OEMs who are marketing these devices through their dealer

channel—to get their thoughts on what successful dealers who are selling light production/and or wide format devices are doing right and the pitfalls they should avoid that could affect their success. A separate article in ENX/ The Week in Imaging in April looks at what manufacturers are doing to help their channels achieve success in these product segments.

How to be Successful

Turns out there’s a fair amount of common ground among manufacturers about what it takes for their dealers to be successful. Let’s start with Toshiba, a company that sells most of its light production devices into major and Federal accounts. “We see those products combined in a large takedown environment where we’ll sell maybe three or Larry White Toshiba four production print units and maybe 60-70 traditional MFPs all wrapped around what could be an MPS environment,” reports White. The successful Toshiba dealers selling light production devices in those instances often have a good major account team or a person dedicated to the Federal/school market environment. “They’re the ones who knock the cover off the ball,” says White. “I don’t see a lot of standalone, single production print units placed in our environments.” On the wide-format front, even though TABS doesn’t have

an OEM product, White has found that dealers successful in this segment have simply selected the right partner. “It’s important to have somebody who can support them with sales and service,” he says. Another key to success is having a specialist or champion—someone that understands that product and is not going to walk past the selling opportunities, emphasizes White. “That’s critical for selling wide format although it’s not that complicated of a market and becoming less complicated every day.” Likewise, for Sharp’s Villarreal, the number one key to success in light production is having a speKent Villarreal cialist on staff. Sharp “That’s where you’ll see the biggest impact. The specialist acts as the trainer and onsite expert and can teach the sales team the lingo.” The specialist also understands what questions to ask and where to look for opportunities. “And once that down-the-street rep brings in those opportunities, the specialist can do the demo and get deeper into the [customer’s] workflow,” states Villarreal. He circles back to the importance of asking the right questions, particularly what types of documents is the customer or prospect currently printing and is it done in house or outsourced? “That starts the conversation,” says Villarreal. “You may find out they’re spending $2,500continued on page 24

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How to Be Successful Selling Light Production & Wide Format $3,000 every month. That’s one way you can take a look at what types of documents they’re creating. This is an area that Sharp and our dealers are focused on. How can companies bring more work in house and save time and money and produce the same or better quality as they were when sending the work out? The perfect example of that is our fullbleed booklet capability where you can create professionally printed booklets and brochures in house.” Shane Coffey, senior director product management for Sharp, adds, “The lesson we’ve learned is you can’t put your toe in the water, you have to dive in. If they put their toe in the water Shane Coffey Sharp and say, ‘Let’s see if we come across any opportunities,’ they might come across some low hanging fruit, but then what?” Coffey is also bullish on creating a business plan specifically for light production. “You need to treat it as a supplemental business. Dealers who do that are tremendously successful. Every dealer has an opportunity in their immediate geography, not just with existing clients.” “For products like imagePRESS or varioPRINT DP, providing education on how to market services in the in plant is very important. Help the in plant sell themselves to their internal customers thereby driving efficiencies,” says Tracie Sokol, vice president of marketing for Canon. She also recommends targeting key verticals through association marketing. “It’s not rocket science,” observes Charles Grace, EFI’s vice president of sales, about selling light production. What he means by that is much of it comes down to common sense. Charles Grace EFI “The reps that go in and do a proper discovery, ask good questions and understand the problem and what a business owner is trying to achieve are the ones that will more often than not win the deal. That discovery 24

www.enxmag.com | April 2015

meeting and asking the right questions the first time out is critically important. The second part is to step and repeat. If they do their job and do that discovery and follow up with a quick note, such as, ‘Here’s a summary of what I heard about what you’re trying to do,’ understand who the competitors are, the decision-making process, the timeline, the budget, and once you get that agreed to, then you go back and use that to sell the value of the return on investment. That’s effective.” On the wide format front, Tim Horn, vice president sales, KIP America, is on the same page with the light production OEMs who stress the importance of hiring a specialist. “Dealers who Tim Horn KIP America have a product specialist and focus on wide format vertical markets achieve the greatest success. Having a person who can sit down with the customer and understand their workflow and the challenges of what they’re trying to achieve is highly critical to closing sales.” Equally important is a good go-to market plan, especially when a dealer first takes on a wide-format product line. “Once they understand the opportunity in the verticals they immediately see how they can expand their offerings and penetrate more accounts,” says Horn. “When it comes to selling wide format, a great route to success is the same one you’ll find in any sales area, and that’s cultivating a staff that is experienced with the product,” recommends Bill Milde, product manager, wide format, Ricoh. “In this case, that means having people who have in-depth knowledge of wide format technology and applications. As for something more specific to selling wide format, I’d say a good way to get results is to understand and focus on the graphics side of wide format, as it’s a major differentiator for the form, and it’s often what customers are looking to get from the space. If you know your product and know exactly what it can do for your customer in terms of graphical output, you’re well on your way.”

Obstacles to Success

Besides doing the complete opposite of what it takes to be successful, I asked about the obstacles to success. “It’s not the program, ‘If I have it, it will sell,’” says White. “If you’re going to go into that environment, you need to be dedicated to selling into that environment. The ones that aren’t successful will put one on their showroom floor and not do much more than that. It’s an investment in your business and you have to treat it as such.” Villarreal says that dealers can’t underestimate how important it is to have their sales and service staff trained on these devices. That may sound like an obvious recommendation, but as he emphasizes, “The worst thing you can do is sell this product and not be able to support it. This creates problems for the dealer, but also gives the manufacturer they’re representing a bad name when not supported correctly.” “Don’t assume you fully understand the customer’s applications without a thorough analysis,” emphasizes Canon’s Sokol. “Don’t view this as a 30-day sales selling cycle, it’s much more Tracie Sokol Canon complex.” “Don’t get caught speeding,” advises EFI’s Grace. “Going into an account and being quick to pull a brochure out of your bag is a big no no. Keep that brochure in the bag the first day and don’t react to what your competition does. If a competitor goes in and says, ‘I’m going to recommend an XYZ,’ that’s good for the competition, but that doesn’t mean that’s the right recommendation. That’s what I mean by don’t get caught speeding. Do your own discovery and learn from what you hear and see, and don’t do feature dumping.” He also cautions against the attitude that you’re the only person who can bring this solution to the table. “There’s a lot of fisherman in the sea going after that one fish and you’ve got to be the one that has the survival instincts to go out and bring it home,” states Grace. For Ricoh’s Milde, one obstacle to continued on page 26

We Saw It In ENX Magazine


25


How to Be Successful Selling Light Production & Wide Format success when selling wide format is overlooking graphic arts applications. “If you’re in the wide format market but not in the graphics wide format market, you’re missing out on quite a large opportunity – such as art reproduction, vehicle wraps, wallpaper, point of purchase and tradeshow displays, indoor and outdoor signage,” he says. “Graphics is a key aspect of the wide format market at this point, and one that is still growing, so if your focus is exclusively AEC (architectural, engineering, construction), you’re not reaching an entire subset of potential customers.” If you want to avoid failing in the wide format market, KIP America’s Horn suggests, “Avoid launching a wide format sales initiative without a planned

approach that provides vertical market information and product training.” Another obstacle to success is the attitude that if you’re successfully selling small format, it’s just as easy to sell wide format too. “There is some truth to that because they’re toner-based products; however, there is some special knowledge and applications associated with wide format, and to be successful, instead of a broad-based campaign, if you have a focused vertical approach, you’ll be successful sooner,” says KIP’s Horn. If approached with the right strategy, Horn contends there’s never been a more exciting time to be involved in wide format because of the transition to color. “Many customers will begin to combine their LED toner-based product and their

inkjet product into one toner-based product. We saw the transition occur many years ago obviously in the small-format industry with the shift from monochrome to color. There’s no question it will absolutely increase market opportunity for the dealer.” And whether you’re talking light production or wide format, who can argue about two business segments that can only expand your business opportunities…just as long as you approach it wisely. ✦

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Charles Brewer News Briefing

U.S. Hardware Manufacturers Keep Focus On Margins As Well As Revenue

H

ardware manufacturers based in the United States have been through the wringer. After being pummeled by the Great Recession, Hewlett-Packard, Lexmark, and Xerox—along with many others in the industry—were surprised to find that the hardcopy market stayed soft even after the economy began improving. Eager to keep costs down as the economy struggled to recover, end users remained reluctant to print when they returned to work. Office workers also embraced new, more efficient document-management tools and managed programs designed to keep print volumes low. In addition, new electronic gadgets such as smartphones and tablets became increasingly popular, further eroding the need to print. Each of the three U.S. hardware firms has undertaken expensive and sometimes painful course corrections to get their re-

spective businesses back on track in the post-recession market. Today, each of the U.S. hardware manufacturers is pursuing a path that will make it more profitable. While they certainly want to drive more sales, all three companies now focus more time and attention than ever before on launching new products and services that will grow their bottom lines along with revenue. And they are seeing some results. With varying degrees of success, HP, Lexmark, and Xerox have shored up their businesses at least partially over the past couple of years. While the hardware sales and unit shipments continue to trend downward, HP, Lexmark, and Xerox have stabilized their revenues and improved margins.

Even the Mightiest Struggle

With a fiscal year that runs from November 1 to October 31, HP was the first company in the dig-

ital hardcopy industry to report its earnings for the first quarter of FY15. On February 24, the firm reported its total Q1 revenue was $26.8 billion, a decline of about 5 percent compared to the first quarter of the prior fiscal year. Revenue in all of HP’s six business units was either flat or declining in Q1 FY15 compared to the same period last year and sales were down in all regions including the Americas, Europe, the Middle East, and Africa (EMEA) and in Asia Pacific. For the fifteenth consecutive quarter, HP’s printer business experienced a year-over-year decline in sales during Q1. Revenue from the HP business unit formerly known as the Imaging and Printing Group (IPG) dropped from $5.82 billion during Q1 2014 to $5.5 billion during the quarter just ending, a drop of 5 percent. Declining from $3.8 billion in the year-ago period to $3.6 billion in the first quarter of 2015, supplies revenue was off 5 percent. Commercial hardware sales fell from almost $1.4 billion during the first quarter of last year to just over $1.3 billion this year, a decline of about 2 percent, while consumer hardware sales declined from $673 million to $626 million, a drop of about 7 percent (see Chart 1). Sales of HP’s printer hardware and consumables may be falling, but the group’s profitability has been trending upwards for four solid years. While the former IPG unit’s operating margins have not grown sequentially each and every quarter, they have continued on page 30

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U.S. Hardware Manufacturers Keep Focus On Margins increased approximately 7 percent since the first quarter of FY 2012. In the Q1 FY15, the unit had a whooping operating margin of 19.2 percent, which is the highest operating margin I recall the group ever attaining. HP’s printer business is uniquely positioned to make money. Sourcing its LaserJet print engines from a Japanese technology provider, Canon, HP is able to reap the benefits of an increasingly weaker yen regardless of the fact that it is a U.S. company. In addition to improving the margins on its LaserJet hardware and supplies, HP says that the value of its high-margin MPS contracts has experienced double-digit growth this year. The company has also successfully improved the margins on its inkjet products. Thanks to initiatives like the Ink Advantage program, which provides consumers in certain markets the ability to purchase less expensive supplies if they purchase slightly more expensive hardware, HP has added to the margins its inkjet machines deliver while preserving much of the profits its consumables deliver.

tal annual revenue grew 1 percent during FY14 to $3.7 billion and its non-GAAP operating margin for the year came in at 10.6 percent, missing the firm’s goal by 40 basis points (see Chart 2). Although the revenue growth was somewhat anemic, I suspect that Lexmark’s management team feels pretty good about FY14. Last year was the first time in a decade the company’s total revenue grew and there are signs that margins will improve in FY15 regardless of the fact that they dropped slightly last year. I am cautiously optimistic about Lexmark’s ability to be more profitable this year for several reasons. In 2014, Lexmark managed to grow sales of its socalled Higher Value Solutions products and, at $1.1 billion, these offering made up about 30 percent of the company’s total sales last year. Lexmark’s MPS rev-

enue was key to the growth experienced by the Higher Value Solutions. Lexmark reported that its MPS sales reached a new high-water mark last year, up nearly 14 percent to $821 million in FY14 from the $722 million record set the year prior. Looking at Lexmark’s quarterly sales trends in terms of products over the past three fiscal years (see Chart 3), it appears that Lexmark has been successful in realigning its product mix toward higher-margin products as the company moves away from entry-level products. Sales of large workgroup hardware were up over 3 percent last year and software sales jumped almost 23 percent to $322 million. As the sale of Lexmark’s high-margin products grew, sales of entry-level laser devices dropped along with revenue from inkjet machines, which the firm said it would stop mar-

Lexmark Looks For Higher Margins Too

Like HP, Lexmark has set a course to profitability based on marketing higher-margin products. This is a reversal of sorts from Lexmark’s original business plan. For years, the company drove down hardware prices to place more machines, which would hopefully gobble up lots of high-margin cartridges. The plan never really worked, however, so it has been discarded. For the past few years, Lexmark’s management team has consistently stated the company seeks to generate a sustained operating margin of between 11 to 13 percent. To achieve this, Lexmark is looking to sell more products from what it calls its “Higher Value Solutions portfolio,” which consists of Perceptive Software and managed print services (MPS). The firm is also looking to market more machines that will support high-print volumes and generate high-margin consumables revenue. While Lexmark has not had an operating margin in the 11 to 13 percent range since 2011, the company is enjoying a certain amount of recovery. Lexmark’s to30

www.enxmag.com | April 2015

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U.S. Hardware Manufacturers Keep Focus On Margins keting in 2012. Exiting the inkjet market has put pressure on Lexmark’s financial performance but that headwind should diminish this year. Lexmark’s laser supplies sales are also soaring to new heights. After reaching almost $2.1 billion in FY13, which Lexmark called a record, laser supplies rose another 5 percent last year to total almost $2.2 billion including both MPS and transactions sales. Although Lexmark has successfully grown its higher-margin MPS business, non-MPS hardware and supplies sales continue to make up the vast majority of Lexmark revenue. Up 1 percent, non-MPS revenue totaled $2.3 billion in 2014 or almost two-thirds of Lexmark’s total revenue. This revenue includes sales of laser and dot-matrix hardware and supplies not included in MPS contracts, along with revenue from parts and services related to non-MPS hardware maintenance.

Xerox Pursues High-Margin Services

Xerox made its intentions clear long ago that it would pursue the higher margins associated with services as it grows its traditional technology business. Although the company has increased its total revenue through some major acquisition, Xerox has yet to realize any significant margin improvement despite investing billions in growing its service portfolio. But there are signs that Xerox’s margins are improving. By far, Xerox’s biggest investment

32

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into higher-margin services came in early in 2010 when the firm completed its $6.4 billion acquisition of Affiliated Computer Services (ACS). At the time the deal was concluded, Xerox said the buyout would transform it into “the world’s leader in business process and document management” services. The top-line impact of the ACS acquisition was impressive. While most firms were dealing with sagging revenue in the wake of the recession, Xerox reported its total annual revenue grew 43 percent to $21.6 billion in 2010, primarily because of the addition of the ACS business. Its adjusted total operating margin, or “segment margin” in Xerox speak, jumped from 5.5 percent in 2009 to 8.7 percent after the acquisition. At first, it looked like the ACS acquisition would solidify Xerox’s business. The firm’s segment margin improved to 9.4 percent for FY11 and Xerox experienced a modest revenue gain of just over 1 percent, but there have been few improvements since. Xerox’s segment margin has been pretty much flat on an annual basis for the past three years and total revenue has declined (see Chart 4). Any financial gains that have accrued from the services have been more than offset by poor hardware sales. Looking at unit shipments, Xerox’s equipment placements had a lackluster year in 2014. Shipments of A4 color and monochrome MFPs were down 7 percent and 23 percent, respectively, while A4 color printer shipments remained flat.

In addition, shipments of mid-tier A3 monochrome MFPs and monochrome digital production machines were both down 13 percent, while shipments of color production units fell 7 percent. The only category of Xerox equipment that experienced any unit growth in FY14 was shipments of mid-tier A3 color MFPs, which increased by a modest 1 percent. Xerox’s annuity business also experienced some modest growth at least in the last quarter. Sales of unbundled supplies and paper increased 1 percent from $550 million in Q4 FY13 to $554 million during the same period last year. Unfortunately, Xerox did not provide the unbundled supplies and paper figure for the full year. Xerox now generates more than half its revenue from services and that transformation is due largely to the ACS acquisition. Last year, Xerox reported that its services business grew 1 percent to $10.6 billion and represented just over 54 percent of its $19.5 billion total revenue. Document Technology revenue was off a total of 6 percent in 2014, dropping to $8.36 billion from $8.91 billion in fiscal 2013. For the year 2014, however, Xerox reported its total segment margin climbed 40 basis points to 9.4 percent. Sequentially, Xerox’s segment margin grew 3 out of 4 quarters last year.

2015 Guidance

Moving into the first half of fiscal 2015, HP, Lexmark, and Xerox seem to be enjoying a good tailwind. HP finds itself with some margin elasticity that should allow it to lower prices or make marketing investments to spark more sales—or perhaps do both. Lexmark also appears to be heading in the right direction as it continues to successfully bring to market and sell higher-margin goods and services. Of the three U.S. companies, Xerox seems to be the firm with its hardware business stuck in a rut. However, last year the company improved its profitability, albeit modestly, and its third-party supplies business is growing. Perhaps a stronger U.S. economy will allow the company to continue to improve in 2015. With all the good news, there is one headwind that all three U.S. firms face. continued on page 34

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U.S. Hardware Manufacturers Keep Focus On Margins Volatile exchange rates could frustrate the OEMs’ growth strategies especially overseas. Over the past few years, the steadily weakening yen has given Japanese manufacturers a competitive advantage. The yen-dollar exchange rate was approximately ¥120 to the $1 as of this writing, which is close to a seven year low. And the yen isn’t the only currency the dollar is strengthening against. Thanks to an increasingly robust U.S. economy and geopolitical issues in Russia, the Middle East, and the European Union, the value of greenback has gained on a range of currencies such as the euro, which reached an 11 year low relative to the dollar as I was writing this article. Other currencies that have lost ground to the dollar include the British pound, Brazilian real, Indian rupee, Russian ruble, and others. All three of the U.S. hardware manufacturers have warned that their 2015 34

www.enxmag.com | April 2015

business will be impacted by volatile exchange rates. Lexmark expects its total revenue to decline 3 to 5 percent in fiscal 2015 in part because of the FOREX pressures and Xerox warned that earnings per share (EPS) will be down this year. Xerox predicts its adjusted EPS for the entire fiscal year will be in the $1.00 to $1.05 range compared to an adjusted EPS of $1.07 in FY14. HP indicated an increasingly strong dollar “is having a significant impact on HP’s financial outlook” for the current fiscal year. The executive team, however, has suggested that the firm’s printer business will not be as adversely affected as the company as a whole. With all the foreign exchange rate pressure, I expect that prices will come down this year, which may impact the U.S. firms’ bottom lines. HP has signaled its connection with Canon should minimize the risk of taking a big margin

hit if it lowers prices. Apparently, HP is benefiting from the weaker yen along with its supplier. Xerox could also benefit from its relationship with a Japanese supplier. Fuji Xerox is doing well this year so it may be willing to make some concessions to its minority stakeholder so Xerox can gain a competitive edge. Lexmark is the firm most exposed to the ill effect of FOREX but it too may not be at a terrible disadvantage. Most of Lexmark’s business is now in the Americas and its dollar-based domestic business will not have to endure punishing exchange rates. The firm will also benefit from stronger domestic demand as the unemployment picture continues to improve. Of course, all of the hardware manufacturers doing business in the U.S. should enjoy strong demand this year. I look forward to reporting just how well they perform as we move through 2015!✦

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Business Profile

Copier Network LLC: A Trusted Source for Used and Refurbished Equipment Whom Do You Trust?

I

Mike Cain President of Copier Network

36

n the refurbished and used copier world, thousands of dealers and resellers answer that question with the words “Copier Network LLC.” The company has been an honest and trustworthy business partner of dealers and resellers looking for quality refurbished and used business equipment for close to 20 years now. It’s those two qualities—honesty and trust—above all others that have been instrumental for customer retention and growth. Plus those two qualities define Copier Network’s President Mike Cain as well. “I’m just a country boy from upstate New York; I’ve always found it easier to tell people the truth up front,” he says. Truth is of utmost importance to those sourcing used and refurbished equipment. “Generally, what we tell you you’re going to get you’re going to get that or better,” emphasizes Cain. “That’s what’s helped our business grow. As Mark Twain said, ‘If you tell the truth, you don’t have to remember anything.” What the company’s customers remember, however, is that whenever they need used or refurbished equipment, the place to go is Copier Network LLC, an honest and forthright

www.enxmag.com | April 2015

business partner who tells it like it is about the equipment they’re buying. Because of that there’s no need to back it up with fancy guarantees. “There’s not much to back up if you tell the truth from the beginning,” states Cain.

Pier Pressure

Copier Network has a rich legacy in the used and refurbished copier industry. What started on a pier in San Francisco nearly 20 years ago has grown into a 50,000+ square feet facility with eight docks and 18-20 employees. The company services customers across the United States as well as internationally, primarily in Asian markets such as Vietnam, China, and Korea. At any given time Copier Network has between 1,500-2,000 products in inventory, representing virtually every copier brand. That inventory is updated daily, and in some instances hourly. Inventory is tracked and managed by Copier Network’s own internally developed software. “That’s made it easier for us not only to track everything, but to let customers know exactly what we have since that changes rapidly and because there are so many variations and variables to a copy machine,” explains Cain. “That’s streamlined everything on our end.” Any customer who has visited Copier Network’s website and browsed through its inventory can validate Cain’s claim. Indeed, the ability to maintain an updated live inventory on its We Saw It In ENX Magazine

website is another reason why Copier Network stands out from the pack. Whereas a customer may call a competitor one day to find out if they have a machine in stock only to find out the next day they don’t have it, Copier Network’s online inventory is always up to date. “It’s either here or not here, and you know it; you’re not going to get the runaround,” says Cain. Equipment is typically shipped within 72 hours depending on the destination. Copier Network also handles special requests. “You can definitely give us your wish list because we’re always making collections and there are a lot of things not on inventory either because we haven’t picked it up yet or it hasn’t been released from a legal standpoint,” says Cain. It’s not just copy machines that customers count on Copier Network for either. “We get a lot of one offs, interesting items now and again, such as cutters, folders, laminators, creasers, and plotters,” reports Cain. He notes that there’s a decent market for most of these products although some are more desired than others. “Anything oddball there’s a market for,” observes Cain. “One of the most desirable things overseas is wide format engineering copiers—Ricoh, KIP, Océ. They hold their residual value quite well and are easy to sell.” But that’s not all. Also available from time to time are mailing equipment, IT products such as computers and iPads, medical equipment, and scanners. That’s why it’s a good idea for dealers continued on page 38


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A Trusted Source for Used and Refurbished Equipment and resellers to make frequent visits to the Copier Network website to see what’s up…or in inventory.

Recycling Services & Data Cleansing

Copier Network also offers professional removal, transportation, and recycling/reduce/reuse services typically within 50 miles of its facility in San Leandro, California, starting at $50 per copier or large-format printer. Copier Network takes great care to properly dispose of any broken equipment it receives to help preserve the environment’s sustainability. “It’s a part of the business that anyone who’s doing what I’m doing does,” says Cain about the recycling services. “There are obsolete pieces of equipment that can’t be sold, accessories that aren’t desired overseas and will have to be recycled. We are obligated by law to do recycling in an environmentally safe and sound way. The nature of the beast is you can’t be in this business without offering recycling.” As consumers, dealers, and resellers have been made more aware of data security issues, hard drive scrubbing and data security has become an increasingly important service that Copier Network provides. Besides assuring for the proper

Contact us today at 888-565-5907 ext. 211 or dwsales@docuware.com

disposal of electronic equipment, the company will also take the necessary security precautions for the information on the copier’s storage device. All data is wiped from hard drives and other storage media built into the equipment to the same specifications required by the major leasing companies and banks. That’s true whether the equipment is being disposed of or refurbished and resold.

Sense of Optimism

Cain expects this year to be a good one for Copier Network thanks to an increase in returned equipment and increased consumer confidence regarding the economy. “I’m definitely optimistic. We weathered the storm, the overseas market is still strong, and the domestic market is picking up.” He acknowledges that domestically the profit margin for smaller vendors is greater for used equipment vs. new equipment. “That said, they’re still picky, looking for the newest they can get with the lowest copy counts,” notes Cain. “And they can get it because that stuff is out there.”

Making a Personal Connection

While Copier Network’s website is a terrific source for tracking the company’s inventory, Cain still appreciates talking with customers on the phone. “In the digital age a phone call is great, especially to initiate contact. Nothing beats a personal phone call. I’d rather talk first and then talk business. This way everybody feels comfortable.” That said, he won’t discourage an e-mail or anyone from first visiting Copier Network’s website and pulling from current inventory and cutting and pasting and then letting his staff know what they want or what they’re looking for. After nearly 20 years in the business Cain still enjoys what he’s doing. “I can’t see myself doing anything for anyone else. When you’ve been doing it for yourself for 20 years it’s pretty much all you know.” Plus after all this time, long-time customers know that Cain and company are always there to meet their needs. That’s another reason why they keep coming back again and again. “We really do retain our customer base,” says Cain. He’s right because Copier Network wouldn’t still be here doing what it does so well if customers didn’t appreciate how well they do it along with that aforementioned honesty and trust.✦

The Right Partner Makes All the Difference

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Partner with us to sell document management solutions. For over 25 years, we’ve been by your side. Executive Leadership Council

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39


Dealer Spotlight

Frankly Speaking with FlexPrint Founder & CEO Frank Gaspari

I Frank Gaspari Founder & CEO of FlexPrint

f you’re looking for a dealer who isn’t concerned about telling it like it is, look no further than Frank Gaspari, Founder & CEO of FlexPrint, Inc. He’s been in the industry for 30 years and has a welldocumented reputation as a visionary leader and successful entrepreneur. Gaspari started his first dealership in 1990 at age 25, sold it to Global Imaging Systems in 1999, and started a MPS company in 2000, which was acquired by Global in 2004. Since 2005 he’s been at the helm of FlexPrint, a services-led dealership based in Mesa, AZ with clients in every state. Under Gaspari’s leadership, FlexPrint has become the largest privately held managed print provider in the U.S. It’s been recognized with five consecutive Inc.500|5000 awards, eight consecutive “Best Places to Work” awards, and a host of other industry leadership awards that celebrate FlexPrint’s business model and corporate culture. It’s always a trip to interview Gaspari. He’s always candid and always Frank, salty language and all. I love it!

How did you come up with the concept for a servicesled business model using information management for a “flexible” approach that’s become the foundation of FlexPrint? GASPARI: It came from years

of experience and what I tell customers when I’m in front of them. Part of our value proposition and differentiator is

something very simple. Whatever we say we’re going to do and whatever our proposal says we’re going to deliver, we absolutely deliver that consistently and then some. If every service business in America could say that there’d be a lot less wasted time. I talk to customers about that all the time. If their vendors did what they said they were going to do, they’d have a lot less problems. It starts with service. You can have the right intentions, but if you don’t make the consistent investment into the infrastructure to not only take care of what you have today—the people, the bodies, the resources to accommodate growth—you can’t deliver on what you said you would. That’s critical.

Is that any different from the way you learned to sell when you first started in this industry? GASPARI: I don’t know if it’s

different. In order for there to be sustainability you need a business model that’s sustainable and allows you to grow. I’ve been an owner-operator for 26 years in this space. This is my third business and by far it’s my best business because of my planning and focus on whom we want to engage with. It is all about delivering a high SLA throughout the relationship. You learn from experience. It’s a cultural thing. The sales people, the customer service people, they can’t be the only ones passionate about that and preaching that. Everybody throughout the whole organization has to clearly

understand this is who we are.

Between selling MPS and selling Managed IT, and selling traditional office technology as well, how did you find people who can take these various components to market and be successful? GASPARI: You start by being

candid and transparent during the interview process. I tell people when I interview them I’m not going to paint a Picasso. I’m going to tell you exactly what the expectations are, what the highs are, and what the challenges are. I don’t care if it’s a young person in their first or second job or if it’s someone north of 60 and experienced; I respect the fact that they’re going to change their career and come to work here. That’s a big thing for them to do. I let them know they’re making a big move by switching jobs. That’s going to stay with them forever. That being said, I tell them I’m going to be honest with you because once you come here the doors are wide open. There are no excuses. I don’t want to hear, “I didn’t know this.” This is the culture you got yourself into. When we explain how there’s so much opportunity here and how our culture is so alive and intense and fun, people want to work here. It starts with

“When we explain how there’s so much opportunity here and how our culture is so alive and intense and fun, people want to work here.” continued on page 42

40

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We Saw It In ENX Magazine



Frankly Speaking with FlexPrint Founder & CEO Frank Gaspari attracting those people and being honest with them. It’s not for everybody.

And that approach works? GASPARI: You’ve got to be able to ask

the right questions and you’ve got to have people with the same DNA. There are some things I can’t teach. I can’t teach character, I can’t teach heart, I can’t teach you how to be passionate. Certain people have it in their DNA. We have 170 employees today all over the country and I’m the messenger of the company and that message gets relayed to our leaders and the people who are hiring and when they meet me they either want to work in this type of environment or they don’t.

So the person that fits best into a FlexPrint environment is someone who is passionate, competitive and enjoys a challenge? GASPARI: And people who are really,

really committed to reinventing themselves. I talk about that all the time, I don’t care what you accomplished last year or yesterday, it’s all about what you’re doing today. We need people who are committed to reinventing themselves, learning, getting better, and delivering results. We are a 100 percent results-driven company. It’s an intense culture and a grateful culture where we’re grateful for people who do their job. And we show it with incentives. But we are 100 percent results driven. That’s the bottom line. If you don’t have the stomach for that, if you want to talk about what you did before and all that other #$%&, you don’t have a home here; it’s not going to work out. In our annual kick-off meeting this past Monday I told everyone we had a great year and we were recognized with all these accolades, which should remind us we’re great. That said, let’s shred them because that is the past, it’s over, get over it! You’ve got to do better, you’ve got to move forward, you’ve got to improve starting now.

Looking back to 2005 when you started FlexPrint, is there anything you’d do differently now that you’ve been doing this 10 years and are even smarter than you were back then?

GASPARI: I don’t think so, because when

always doing something different. I want to hear what other people are doing I started FlexPrint in 2005 I was on a high. I had just sold my second company because there’s a chance I’m going to pick up something that’s going to benefit to Global. I had a vision for this space. my business. Ninety nine percent of the When I started in 2005, the Managed time I walk out of a group event, I feel Print space was embryonic. I was able to grateful for the way I run my business do exactly what I told you, I reinvented and the awesome people that work for myself. When you reinvent yourself you get knocked down DAILY, but you get up FlexPrint. again, and you learn, and you start over. The document imaging industry It’s almost like being a rookie again. I is constantly evolving and new needed to be a rookie again at 40 with services, solutions, and technologies the financial resources and experience. are part of that evolution, is there I’m okay to say I don’t know, and I’m anything new on the horizon that okay to lose once in awhile because intrigues you and may be a good fit you learn when you lose. After being for FlexPrint in the not-too-distant successful, those are things I learned. I future? had a lot of failures, but I learned from GASPARI: My eyes are wide open. We them and I’m passionate about getting created a great company here. One of the better. I don’t think a lot of people are. things I look at is what are the threats As people get older in life and they’re to us as a business? One is making sure successful, they think they should have we’re bringing more measurable value all the answers, but they don’t have to. to our customers. We’ve always done Today we’re a company that continues that. There’s gigantic opportunity for to aggressively grow all over the country. us to gobble up so much more business We’re growing by from the OEMs. The double digits every fact is the space is year. We just had the “My eyes are wide more mature than it chief editor of Inc. open. We created a great was five years ago and magazine talk to us there are downsides company here. ” about how unique to that, but the upside our organic growth is that Corporate is. Only 900 privately America recognizes there’s a lot of value help companies in history have had that in a managed program and no one can type of organic growth over five years. I deliver better results on a national basis wouldn’t change anything brother. than FlexPrint. We have to continue You invest in education, not every to get better and add more value in dealer does that; as successful as the managed print piece of our value you’ve been why do you still find proposition because we can grow our that important? company in an exponential way by doing that. That’s what I’m laser focused on. GASPARI: I don’t attend a lot of industry events. I look at some of the people Any mistakes you’ve made that that attend all the industry events and I you’ve learned from and been able see these companies winning awards to turn into a positive over the for the “best” in managed print etc, course of your career? and it’s a TOTAL joke because they’re GASPARI: I’ve made a lot of mistakes half my size and been around twice and I will make lots more! One is as long. We’re heavily committed to hiring the wrong people. At some point continuous education because you can you have to look in the mirror. I’ve learn something from anybody and any had a lot of great hires and a lot of environment you go to. When you ask absolutely horrible hires that have cost open ended questions, I don’t care who me significant money. It’s never affected they are or what they do, there’s always our growth though. We’ve always grown an opportunity to learn. Someone is double digits. We’re a 10-year old continued on page 44

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43


Frankly Speaking with FlexPrint Founder & CEO Frank Gaspari business and we grew another 20 percent last year. I’ve invested a lot of money in people I shouldn’t have.

Why do you think that is? GASPARI: I’m an optimist and I believe in people, but some

people misrepresent themselves. Over the last 26 years I’ve been fortunate to have many great people work for me to create a great business. When I see someone and they remind me of someone who had the DNA that worked for me before, I take more risks than I should. I am absolutely learning I have to be more selective in my decision making when it comes to people.

What is it that gets you excited to get out of bed in the morning and go to work? GASPARI: I love what I do. I love the company. I am absolutely

blessed to have not only such highly talented people on my team, but people with integrity, intense, results-driven, good

“I am absolutely blessed to have not only such highly talented people on my team, but people with integrity, intense, results-driven, good people”

people. I turned 50 this year and I’ve owned FlexPrint longer than I’ve owned my first company that I sold to Global, and I believe we can triple the size of the business. I’m excited about the reputation we have earned across the nation in this space. When we compete in an enterprise opportunity with the OEMs, they know they’re in for a battle and they know there’s a good chance they’re going to lose. I’m excited because we have great customers that value us, great employees and we can continue to grow and expand in an ultra aggressive way as long as we never forget where we came from, what it took to get here, and what our core values are.

And those are? GASPARI: Our people and our passion, and our business model

of taking care of the customer.

When you’re not working what do you do for fun? GASPARI: My wife and I are empty nesters now, which is

pretty cool. I’m fortunate; I have the best wife possible and great kids. I enjoy exercising, I love my home, and I enjoy drinking beautiful red wine.

How does the rest of the year look for FlexPrint? GASPARI: : For a company that never talks about revenue and

sales reps that have NO revenue budget, FlexPrint will generate $50 million this year. We hired a CFO and we have a solid business plan for the year. Last year we signed double the net new CPP business than we’ve ever had. I know we will exceed our budget this year. I’m excited about it.

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I have to ask this, you spent all these years in Chicago, how did you end up a Phoenix Suns fan when you had Jordan and the Bulls? GASPARI: We have the FlexPrint club at the US Airways

Center [where the Suns play]; it holds about 800 people and anybody who sits on the floor has access to it. It’s a great way for us to have branding in the marketplace. The Phoenix Suns are playing the Bulls on Friday, but I’ll be cheering for the Bulls. The Suns are a fun team and I’m a big sponsor, but my heart is in Chicago—I’m a Blackhawks, Bears, and Cubs fan.

Are you optimistic about the Cubs in 2015? GASPARI: In honor of St. Ernie Banks they’re going to win the

World Series this year. ✦

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The Recipe For Successful Transformation

L

ike a caterpillar transforming into a butterfly, I’ve seen many copier dealers try to transform their company and find their way to the future. The natural progression is to morph their business offerings to include deliverables that involve technology services. Although, I have seen some offshoots into other areas like office water systems, where the dealer leases, installs and services a range of purified water systems. It’s not copiers for sure; however, these water systems do fit within the dealer’s existing business model structure as far as it delivers to the same target and they’re able to use their hardware, service and supply skillset to drive new revenues from their existing clientele. I wouldn’t argue that water systems or any other non-office technology deliverable can’t make money, and on the positive side, they could complement your account penetration strategy. But this type of offshoot

they’ll have to start to educate themselves around their C-level target and what they are about. It is continually my experience that most sales reps can spell CEO or CFO but few really KNOW what they do or how to approach them. The truth is that most reps don’t really know, nor are they comfortable dealing with the C-suite. If that’s true, how will they ever deliver enough value on the phone to get that C-level to accept an appointment with them? Don’t you wish there was a Rosetta Stone for the C-level language? The facts are you probably do have within your marketplace a competitor or two that are doing a good job transforming their business and successfully selling C-level deliverables like managed services. If you’re not careful, they’ll enter your accounts above you and take your business. Lately many dealers have shared stories about the challenging economy and their

“The lack of leadership in defining the market strategy continues to remain one of the largest deficits for transforming the business.” would most likely NOT help the total transformation to strategic C-level deliverables and services that your business may require to survive. As Captain James Kirk used to say, you have to “boldly go where no man has gone before,” which means you have to completely redesign a new market strategy and then raise your sales team’s ability to successfully deliver your values to a higher level. For most, that means 46

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declining hardware and service revenues. They’ve asked me what is the shortest, easiest path for transforming their business. The honest answer is it’s different for every single dealer; however, the sooner you get your transformation going the better. So I want to provide a short list of the obstacles I continually see preventing successful transformation to managed service sales. The lack of leadership in defining the market strategy continWe Saw It In ENX Magazine

ues to remain one of the largest deficits for transforming the business. I find very few dealer principals who have actually put a plan together defining the full values and benefits to help their sales organization transition successfully. My experience is that until the dealer principal and their sales leaders walk step by step through the sales process, experiencing the pain, the rejection and delays, they’ll never be able to build a plan that works. It’s pretty tough trying to get C-level appointments. So there has to be some compelling value and benefit created that draws the C-level prospect. Being able to deliver a comprehensive value statement and presentation is a mandate and your sales team must know their target so completely that no matter what concerns they have your sales reps know how to address them with the values and benefits of your company. At a recent onsite training session I had the sales team present their best approach to me as if they were on a first call appointment. What immediately became clear was that most of them had no real understanding of the C-suite prospect or sharing things that would actually be important. The facts are, in our industry we call on anyone with a heartbeat and because of that, some of the presentations are nothing more than pitching stuff on a wall and hoping something sticks. Articulating value is a significant challenge. Saving money seems to be the phrase that everyone jumps to when prospecting. That probably comes from the hardware world, as price is continued on page 48


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The Recipe For Successful Transformation a major focus there. Ask Sony if they’d rather save money on their technology spend or spend more to have the greatest intrusion and firewall solution available. I think you can clearly see that it’s not always cost savings that’s important. Imagine making your call into Sony the day after their network intrusion and you mentioned “saving them money”—how fast do you think they’d hang up the phone? From that example you can easily feel the need for your reps to have a deep comprehensive business understanding. I don’t believe that great sales reps have to learn the bits and bytes of technology to relay business value to C-level targets. They must understand strategic business concerns and be able to share values and benefits that are impactful. So how do you elevate your sales team’s business intelligence? I would highly recommend that you task your sales reps with research homework that’s due each week at the sales meeting. I would drive them to find C-level targets that have hit the news or have shared challenges that they’re facing and bring that to the sales meeting for discussion. Also choose a book about “Strategic Selling” and have someone read the first chapter and present it to the group at the next meeting. Go through the book and chapters allowing each rep to take a turn and make sure they’re presenting to the group, not just explaining the chapter. Continue this process and with each book you’ll be raising the business intelligence of your sales team which should enhance their prospecting and presentation capabilities. In order for your transformation to be successful you have to transform your sales reps’ business intelligence.

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Another gigantic obstacle in transforming your company to managed services seems to be the great “bailout” that I see sales reps do when the client takes too long and their month is too short. Dealers who just throw their services into the sales bag along with hardware set themselves up for this collision. This goes across our industry and is a very popular deterrent for successful transformation. You can’t keep your quota on a monthly basis and expect your sales reps to sell managed services within that time frame. We didn’t create the outsourcing model (MPS/MNS) but at times I think that there are dealers who think we did. Outsourcing has been going on for hundreds of years. If you don’t introduce this right, your sales reps will stick with your plan until they see their income drop. Then they’ll head back to hardware renewals where they know they can make some money. Help them help you build a go-to-market strategy that works and transforms your business. Another key point of failure for strategic sales deliverables and the transformation of your business model seems to be the lack of executive sponsorship inside your sales funnel. This certainly could be from the lack of training as I’ve already covered but it is also a matter of discipline. Without executive sponsorship each deal becomes a roll of the dice and closing those sales is almost impossible. It will also destroy your sales cycle timeline, as you’ll have deals bouncing in and out of your forecast based on the lower titles you’re actually dealing with. With the sponsorship of a C-level executive you have someone on the other end that wants the same thing you want

and is willing to push from his or her side to advance the deal, especially if your deliverable’s benefits align to his or her current business objectives. By mandating the C-level target only, your sales reps become very good at getting into the top of accounts and although some may argue that they’ll get less appointments, I would argue that most managed services sales are way larger than a copier sale so it should pay off in the long run. If your sales reps are allowed to set appointments with just anyone and you don’t mandate the C-level target (for managed services), your transformation will most likely fail. When I mention this I do get a lot of feedback from dealers who tell me, “I got a deal from my IT contact at XYZ Company and they weren’t a C-level!” That’s true, you will find dealers and deals out there that were created and developed from below the C-level suite. But what I’m explaining in this article is the shortest, most successful path to transformation that will create a sustainable C-level sales opportunity funnel. The great news is that today you get to change your future and the success possibilities of your transformation. This article is all about a dealership’s transformation to success in the services marketplace, but it’s really not limited to just a dealership. Anyone who can make the necessary adjustments when it comes to leadership, training, education, and discipline has every opportunity to change their future. So take your stand, move up to the plate and make your swings count. ✦

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Service Excellence Diamond Award Winner

Office Technology Service Excellence Award

DIAMOND LEVEL

When it Comes to Service, Loffler Leads

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s Loffler Companies in Bloomington, MN has expanded into new business segments such as Managed IT, MPS, and onsite managed services to complement their legacy hardware business, the one constant that’s kept them on an upward trajectory and remains a companywide passion is providing great service. Yeah, yeah, yeah, we’ve all heard that one before, but Loffler

Left to right: Vice President of Operations Joel Nelson and Owner Jim Loffler

lives it, not just talks the talk. That’s why they’re being acknowledged with a Diamond level BEI Services and ENX magazine’s Office Technology Service Excellence Award, ranking in the top five percent overall. One strategy that’s helped Loffler achieve its service goals over the years is a simple one— hiring only the best and brightest in the industry—people committed to the Loffler philosophy of exceeding expectations with clients, partners, and the community. Of course anyone in the document imaging industry that has ever made a hire understands that’s not

as simple as it sounds, but Loffler has been fortunate, particularly in their service department. One of the best and brightest employees at Loffler is Vice President of Operations Joel Nelson who joined the dealership 18 years ago. He oversees a department of 120+ employees. 80 of them work in the service department and care for the equipment of 7,250+ customers covering Minnesota and western Wisconsin. Nelson has seen plenty of evolutionary changes on the technology front during his tenure at Loffler, changes that have had a significant impact on service and how it’s delivered. “With the change from analog to fully connected digital devices, we’re now much more involved in the customer’s processes so when a device goes down their process stops,” states Nelson. “That’s why it’s so critical to make sure their uptime is at the highest peak.” Eight years ago Loffler implemented BEI Services because of the service metrics the program provides. “I’m an operations person and very analytical,” Nelson explains. “They brought data to me that I had never seen before, which gave me the ability to look at our service organization in a different way.” “Before BEI Services, and one of the things we laugh about now, is we thought our best technicians were the ones that made the most service calls and were the fastest,” recalls President Jim Loffler. “Only after we were able to look at the data from BEI—first call effectiveness, fixing it right the first time—we discovered the

technicians we thought were our best were actually our least productive. It’s powerful information for sure.” While the service Loffler was providing its customers was already pretty darn good, Nelson knew there was still room for improvement. However, things didn’t change overnight. That too was an evolution, as was getting service techs to embrace a new way of doing things. “Some service techs like to do things their way,” acknowledges Nelson. “There was a little resistance at first, but the bonus part really helped—showing them that not only will the customer be happier, but you also have the ability to make more money.” During the first three months of implementation he and his colleagues were in awe looking at the overall service statistics available to them. Within six months the dealership started seeing improvements. “It took us that long to get our arms around it and understand the areas we wanted to focus on,” he says. “BEI is a wonderful tool in regards to the information it provides, but you have to take one bite at a time.” The most beneficial information to Nelson and one of the reasons that Loffler has achieved Diamond level status is first call effectiveness (FCE). “That’s obviously what we hone in on,” says Nelson. “Some of the other metrics are critical and important, but the first thing is to make sure your customers are happy. FCE is what’s going to assure that. The other part is what I call refinement of the business and that’s where we try to improve; you want to continued on page 52

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When it Comes to Service, Loffler Leads reduce your costs, but not at the expense of poor service levels.” “FCE changes the whole focus of the call,” adds Loffler. “The focus of the call is to fix the machine so that it runs for a long period of time maximizing copies between calls. Technicians earn a bonus for time between calls. Now, not only are they going to fix the problem, they’re going to go over everything that could go wrong. That means we don’t have to roll a truck in 30 days, and maybe we can wait 70 days. Everyone wins—the customer, the technician and the company. That’s the effectiveness of FCE; you actually see your service calls go down when the team is running efficiently.” One metric that places Loffler among the top tier of service providers in the dealer community is that techs have the correct parts 89 percent of the time. Yes, 89 percent. “That goes back to the organization itself,” states Nelson. “We really have a team environment. Technicians are not going to be good technicians if they don’t have the infrastructure behind them. You need the proper inventory levels, the proper restock levels, the proper software infrastructure for tracking calls and so forth, and that goes back to the team environment.” Taking service to the next level has resulted in even more appreciative customers. “I can’t recall what our statistics were eight years ago, but where we are today, we get a lot of rave reviews from our customers,” says Nelson. Nowhere is that more evident than when the occasional Loffler customer goes to a competitor only to realize they never had it so good as when they were being serviced by Loffler. It’s not unusual for Nelson or Loffler to hear from small accounts all the way up to big national accounts, ‘You guys have raised the bar in this industry.’ “When we get a customer, we tend to keep the customer. That speaks a lot to the service we provide,” says Loffler. “When you’re trying to get new business, it’s so competitive out there and all our competitors are bragging about how great their service is too. Using the Diamond award to promote our quality of service shows 52

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that we truly have an elite team of people serving our customers.” It’s not surprising that Loffler ranks among the Top 5 in the nation when one looks at all of BEI’s service metrics. “I go back to the infrastructure along with the people and tools,” responds Nelson when asked why. “They go hand in hand. You need to have all three to achieve greatness.” If I can quote Marcus Lemonis from The Profit, “The 3 Keys to Business Success…People, Process, Products”—it’s the foundation for success. Loffler credits the entire Loffler team. “Whether it’s sales or the front desk, warehouse, service people, admin, we’ve built a culture of pride in doing great work and exceeding customers’ expectations. It sounds like a cliché, but we eat, drink, and breathe it all the time and look for ways to improve.” Last year Loffler earned the number one ranking in FCE on multiple occasions based on monthly metrics. “It’s the culture, surrounding ourselves with people that generally enjoy serving other people and getting the right people on the bus,” emphasizes Loffler. Being acknowledged this year by BEI Services and ENX validates Loffler’s service excellence. It doesn’t hurt either that Loffler offers ongoing technical training. Training on new technology takes place in Loffler’s corporate center in Minneapolis. “People talk about training, but our people are trained on every single machine,” reports Loffler. “A lot of small dealers say our guys are factory trained, but the guy was trained by the manufacturer six years ago on a machine that’s been discontinued. What they’re telling the customer is true, but they’re not up to date. Joel and his team are focused on training everybody on everything. It’s a huge investment, but it comes back to first call effectiveness. The better we are at that the more cost effective we are to operate this business. It’s powerful to have that kind of efficiency.” Despite ranking so high on the BEI metrics, Loffler has no plans to stick to the service status quo. During a recent kick-off meeting, one of two companywide meetings held each year, Nelson emphasized his yearly objective of raising

the bar. “Obviously we have to continue to be competitive and continue to improve.” That might encompass raising first call effectiveness another 1 percent, improving inventory ratios, improving call backs, or doing better in other service categories. Loffler also sends its top service professionals on an expense-paid trip for two to sunny climates for exceeding customer expectations. As one of the top five dealers in the country according to BEI Services’ metrics, does Nelson have any advice for his peers who might also be looking to improve their service operations? “Make sure you have the proper infrastructure, a defined process, proper inventory levels, a structure that supports both the customer and the technician, and lastly, the right people in the right roles, or you’re not going to improve.” ✦ Loffler Companies Bloomington, MN 55420 President: Jim Loffler Vice President of Operations: Joel Nelson Lines Serviced: Canon, Konica Minolta, Toshiba, Océ, HP, Lexmark Number of service techs: 80 Territory Covered: 125-mile radius around the Twin Cities

Why They Stand Out: • Ranks in Top 5 percent of nation using BEI Services’ metrics • More than one third of their technicians are BEI Services award recipients • Techs have the correct parts for servicing customer machines 89 percent of the time

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S

uddenly last summer, two prominent suppliers in the document imaging industry, MSE and Clover Technologies Group, joined forces to create an even more formidable entity. On the supplies side of the document imaging business this was by far one of the biggest stories of 2014. It’s now eight months into the merger and we thought it would be interesting to touch base with Gil Wazana, Senior Vice President of sales at MSE, and Luke Goldberg, Global SVP Sales and Marketing of Clover Technologies Group, to find out where things stand today, the impact on customers, and what’s in store for the rest of 2015. Incidentally, MSE just celebrated its 20th anniversary in December, which is an impressive feat in itself.

Looking back at the past year would you say it’s been a good one for MSE? WAZANA: It’s been an excellent year and the measurement for that is multi pronged. It’s not one singular thing that made it an excellent year. Of course we can

We Saw It In ENX Magazine

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53


Brad Roderick

Recruitment

There Must Be a Better Way!

I

f you have ever been through the pain of adding your first (or next sales rep), you know how frustrating, tiring and expensive this can be. Need more revenue? Hire some more salespeople. At first blush, it all seems so straightforward. Which is exactly how I failed in my first attempt to recruit sales talent. I recall one of my early jobs in sales. Not long after being hired, I was put in charge of finding the next new rep. The directions were simple: “Go get us somebody who can sell!” Consider for a moment that I had reached some degree of sales proficiency; on the other hand, what I had not reached was a single clue about how to get somebody who can sell. Fortunately, my manager who lived in the faraway regions we refer to as, “remote,” spent time on the phone sharing with me the sum total of his wisdom in this area. Paraphrasing, it went something like this: 1. We have to grow so go hire another rep 2. Get the job ad and job position from HR 3. Post said “ad” 4. Scan through hundreds of resumes looking for a reason to disqualify as many as possible 5. Connect with the applicants based on their cover letter and resume 6. Interview, assess and select 7. Offer and acceptance And the end result? Low performers, turnover, frustration, repeat. We did add some great

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reps (even a blind pig will find an acorn now and then) but we went through a lot of money, time and frustration in the process. I recall thinking, “There has to be a better way.” A way that is repeatable and produces good, predictable results. The root of the problem in finding and bringing on winners was then, and for many people, still is: 1. Ignorance: Not understanding who/what is needed 2. Insufficiency: Lack of sufficient number of candidates 3. Informality: Lack of a formal process that includes a disciplined approach to each step 4. Impatience: Settling and moving on to more important things 5. Inappropriateness: False sense of relief that the work is over once the candidate accepts Step 1: Identifying “who” you need. What is their actual role, who will they be calling on, how will they be calling on them, what are the communication tools/ skills needed… and the list goes on. The Chally Group suggests that there are 14 different types of professional sales profiles. Additionally, Chally identifies 13 sales “Specializations.” We can debate whether these are the right numbers, but the point is that there is no “One Perfect Sales Type” that will succeed in every selling scenario. Markets are different, products are different, channels are different, sales cycles are different, even customers are different. And the

We Saw It In ENX Magazine

role the salesperson plays in the revenue acquisition and retention functions varies greatly from company to company. Step 2: Candidate Attraction. While we don’t need hundreds or thousands of interested parties, having too few is a problem. The problem may stem from either of two areas (or both). 1. Poorly crafted and/or distributed job posting. Even if brilliantly written, if the ad isn’t being placed where candidates are looking, well, it will pull even less than your last “totally awesome and amazing” sales slick that is sitting in the trunk of your rep’s car. 2. The reputation of your company. Before you rush to blame the ad, the candidate pool in your market, the economy or your mother, ask yourself, “How attractive is my pond? Do the ducks want to land here or is it better somewhere else?” Glassdoor.com is one entertaining place to see what others may be saying about what it’s like to work in your company. Step 3: The Process is the Process. There are specific steps to bringing on winners and there are specific steps to bringing on losers. The differences are less about the exact steps and more about the adherence to the process in the first place. Each step needs to be defined, mapped out, and handled by people trained in the activities. Think of this process as beginning from the start (understanding who you need) and continuing on through job ad, job description, ad placement, initial screening, first interview, reviews and assessments, second


interview (including assignment), panel review, offer creation and presentation, onboarding and 30-60-90 day review and measurement. Each step is a series of mini-steps. As an example, once you know the “who,” it is time to create the ad and job description. These are the basic components of your messaging. How will the message be delivered? Where will you advertise? Will you solicit referrals from team members, suppliers, and other stakeholders? How will candidates respond to you? How will you handle their inquiries? What does the interview process look like? Are the interviewers trained to keep the assessment and selection stages objective? What will an offer that excites the candidate look like and who will deliver it? Step 4: Onboarding. Which leads us to the area that is so often either overlooked or addressed in a “by the seat of the pants” nature, the onboarding process. The statement, “How people start is frequently indicative of how they end up” is as relevant in sales as in any other competitive arena. Once you pick the right people, give them the right tools and support them with fair and consistent expectations and measurements, so that you will then be able to say, “There IS a better way!” If you find yourself preparing to add reps, top-grade what you have, or are just considering how to bring on the right talent in the future, recognize that this is worthy of your best work. Recruiting and onboarding sales talent should be at the top of your strategic project list for any company looking to beat the competition. I know, this sounds like a lot of work, but that’s because it is! This is one of the reasons that the process breaks down and companies end up “going with the gut” or settling. Before you fall into that trap, consider the costs of a bad hire: 1. Recruiting time and money 2. Hiring process time and money 3. Training time and money 4. Opportunity costs 5. Internal and external cancer

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Let us know what some of your best recruiting and hiring practices are. We would love to hear from you. Until we meet on the street, happy selling. ✦ We Saw It In ENX Magazine

April 2015 | www.enxmag.com

55


Troy Harrison

Sales & Marketing News Briefing

Winning Them Back

How To Regain Lost Business

H

ow strong are your customer relationships? You’re probably answering, “very strong,” “our customers love us,” or words to that effect. That’s great. Now answer this question: “What percentage of your customer base would allow you one big mistake and continue doing business with you?” That’s a killer of a question, isn’t it? You might be doing some deep thinking right now. Here’s the truth: If you’re only one mistake away from losing the business at any given time, your relationship with your customer isn’t very strong. Strong relationships will withstand a service boo-boo – even a big one. The strongest will withstand multiple boo-boos. If a lot of your customers are one away, don’t feel bad. Your competitor is probably in the same situation. We’ve talked before about how to build stronger relationships; today, let’s talk about how to win back lost business. Specifically, we’re talking about winning back business that YOU lost by making a mistake of some sort. First, you must understand that your biggest obstacle in regaining a lost customer is fear – yours and theirs. You fear going back to the customer because you don’t want to be rejected again. Your customer fears doing business with you because they don’t want to get into another bad situation. First, you have to lose your own fear. If your customer is open to persuasion, you can help them lose theirs. You do so by performing a few simple steps:

Be honest with yourself

Honesty begins in the mirror. You might not think that your mistake 56

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was a big deal – but look at it from the customer’s point of view. What did your mistake cost them? What was the aggravation involved? How did it impact your customer, and how would you feel if you were on their side of the desk?

Eat crow

To recover from a mistake, you must first admit that you screwed up. You do so by admitting and apologizing. What’s important here is that you not pass the buck when you apologize; the customer doesn’t care if it was the shipping department that messed up their order while you, the honest salesman, did your best to take care of the customer. The customer looks at the entire company as one person. Either say, “We failed, and we’re sorry,” or, “I made a mistake, and I’m sorry.” If your customer wants to vent, let them and empathize with them. They’re angry, and without venting that anger, they won’t be able to move beyond the current problem.

Make good

In advertising, there is a concept called a “make good” that kicks in when promises are unfulfilled; for instance, if an advertiser buys an ad for a particular TV show with a particular ratings expectation, and the show delivers well below that expectation, the advertiser may well receive a “make good” – a free ad that completes the exposure expectation. Whatever business you’re in, you can figure out a “make good” gesture. What’s important is that the gesture be proportional to the screw-up. Cause a company downtime costing them $30,000, and a $15 candy basket may not We Saw It In ENX Magazine

be good enough. “Make goods” are designed to assign some of the burden to you, so if you want the business back, you should be prepared to make it worthwhile.

Re-sell

Now it’s time to rediscover the reasons your customer was doing business with you in the first place. Ask some good questions, and present some powerful benefits that remind the customer why they enjoyed your company as a vendor. Re-present, and re-close. If it’s appropriate, gently remind your customer about the positive relationship you’ve had.

Above all, don’t compete with your customer!

Sometimes, the customer is so upset or disillusioned that they aren’t willing to change their minds. When this happens, it’s important not to make a contest of the dialogue; when you argue with your customer, you always lose. If the customer is dead set on not accepting an apology or re-sell overtures, it’s best to let the problem rest for a while. Depending on how serious your service issue was, winning your customer back can range from an easy project to impossible. If you are fortunate enough to regain their business, don’t allow yourself to get back into the same position – work to strengthen the relationship until it will withstand some service issues. By the way, you should also make sure that winning the customer back is worth the effort; sometimes, customers that leave are doing us a favor. Whatever you do, make sure you do it with class and integrity. ✦


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57


Jim Zipursky

Exit Strategy Part 1 of 3

The 10 Biggest Mistakes Business Buyers Make

I

n the last series of articles, we examined the “10 Biggest Mistakes Business Sellers Make” when selling their businesses. This month, we begin a new 3-part series by considering the other side of the merger/acquisition equation: the “10 Biggest Mistakes Business Buyers Make” when making acquisitions. Most business owners and CEOs will have the opportunity to consider an acquisition at some point, whether buying out a competitor, a product line, or another type of opportunity. Based on our experience over the past 25 years, we’ve developed a list of the biggest mistakes owners and managers make when considering an acquisition. Acquisitions are too expensive to practice! Follow the tips below to avoid costly acquisition errors.

Mistake #1: Not having definitive acquisition goals and objectives

As mentioned in a previous article, “a failure to plan is a plan for failure.” This especially rings true when considering acquisitions. Too often, we see buyers approach a potential acquisition with no clear plan of what they are looking for or why they are even looking. Acquisition opportunities may be categorized into two types: proactive and reactive. Proactive opportunities are those you seek out yourself; you literally contact other business owners to see if they are interested in selling their business, company, product line, etc. Reactive opportunities are just the opposite: they are acquisition opportunities that come to 58

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you; you don’t necessarily seek them out. Before you go hunting for acquisitions, you need a well-defined strategy of what you seek and why. However, if an opportunity finds you, you should also understand why an acquisition would make sense to you: that is, either it should represent an opportunity to expand your product

“Certainty to close” is a huge factor sellers consider when deciding whether or not to say “yes” to an offer from a buyer. For example, we are currently working with a buyer-client who has borrowed a significant sum from its lender in anticipation of potential acquisitions. When we tell a prospective seller, “Financing is not an issue, we can write a

“Too often, we see buyers approach a potential acquisition with no clear plan of what they are looking for or why they are even looking” line or offerings, or your territory, or perhaps to remove a competitor. Whether you proactively seek growth through acquisitions or await opportunities to find you, to ensure success, develop your acquisition goals and objectives before you go out hunting for deals.

Mistake #2: Not having your funding/financing in place

A key element of your acquisition plan is how you will finance any acquisition, regardless of size. Not all acquisitions are self-financing. You need to determine how much of your company’s capital you are willing to invest along with how much debt you are willing to take on to complete a transaction. Beyond having an idea of what you can afford to spend before you go shopping for acquisition opportunities (or opportunities present themselves to you), having your financing lined up prior to making an offer gives you a “leg up” on other potential suitors. We Saw It In ENX Magazine

check for the deal,” this has proven to give great comfort to the potential sellers we’ve approached, which has led to better deals for our client. Prior to your hunt, meet with your lender(s) to determine what you can afford and what type of leverage you have from your own business before making any offers to purchase another company.

Mistake #3: Time kills deals

Time is a deal killer for buyers and sellers. While we are not advocates of “rushing” deals, if you are not properly prepared, or don’t have proper human resources allocated to complete a transaction, time will kill the deal. Selling a business is never easy and is fraught with emotion for business owners. Sellers rarely understand how much time deals take nor do many sellers have the “stomach” for the time necessary for the due diligence process. If you, the buyer, are not prepared to move efficiently through the pro-


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The 10 Biggest Mistakes Business Buyers Make cess, you will only add to the seller’s apprehension and anxiety, making closing a deal even more difficult. Before you make an offer to acquire, develop a timeline you expect to follow throughout the process. Be sure to share your plans with the seller and their advisors. Sharing your timeline will help everyone involved keep on task and will significantly increase your odds for a successful closing. We have seen too many deals languish and die due to poor planning and buyers whose staffs do not have enough time to devote to the acquisition process. Only you can determine if you

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and your team have the time necessary to successfully close a deal. We always suggest you have at least one person on your team who can devote a significant portion of his/her time to the acquisition process. The first three mistakes all deal with planning: acquisition plans, financing plans, and timelines. Without these three key elements, closing a deal will be much more difficult, if the deal closes at all. Next month, we look at mistakes #4 through 7. If you have any questions about the Top 10 Mistakes Buyers Make, please feel free to contact me to discuss them. ✦

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engage ‘n exchange Who’s Making a Difference in the Document Imaging Industry? This May ENX celebrates the people who are making a difference in the document imaging industry and we’re looking for your recommendations. We invite you to suggest as few or as many people as you’d like with a line or two as to why or how they’re making a difference.

Our intent is to acknowledge the thought leaders and individuals from all corners of the industry whose knowledge, opinions, and guidance are valued by their peers and others in the industry. Some of these difference makers are also doing a terrific job of leading their organizations and growing their businesses and are often front and center at industry events.

E-mail your suggestions to ENX Editorial Director Scott Cullen @ scott@enxmag.com or susan@enxmag.com

Profiles of the individuals who are making a difference will appear in the May issue of ENX. engage ‘n exchange

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DESCRIPTION: Note: Do notupattempt to rotate the roller manually thisThis would Printer boots to 59.F0 Error and is unable to print. render the printer inoperable 3. Press the “setup” icon again you should now see behavior may be caused by one of the following three conditions: “SECONDARY SERVICE MENU” first in the menu list. Some service manuals for the mentioned models can be unclear 1. Transfer belt is locked up and cannot rotate. on accessing this menu. A clarification is as follows: 4. Press the secondary service icon 2. Sensor SR17 (primary transfer-roller-disengagement) is bad. 3. Damaged or broken fuser drive gear. Typically, a grinding or 5. Scroll down and select “PICK ROLLER” SECONDARY SERVICE MENU clicking noise will be heard during boot up. 6.Turn off power by disconnecting power cable (Turning off by power button will rotate the roller back RECOMMENDED ACTION: to home position) 1. The first step is to reseat the ITB and power-cycle the printer. NOTE: If the problem persists, an HP Certified Technician should be dispatched for further troubleshooting. 2. Inspect the ITB by taking the ITB completely out of the printer. Check to see if the flag rotates (callout 1) when the white knob is turned (callout 2). See the Figure following. 66 66

• •

www.enxmag.com l January 2015 www.enxmag.com | April 2015

7. Release the plastic locking tabs and remove roller If the ITB flag is broken, damaged, or does not rotate replace the ITB (CC468-67907). Otherwise, continue with step 3. This Printer Tech Tip is the contributed LaserTest. ProsIn order 3. Test Sensor SR17. Perform Manual by Sensor (www.laserproscom). Emailsure any questions to run this test successfully, make the Fuser,toITB, Cyan marketing@laserpros.com We Saw It In ENX Magazine We Saw It In ENX Magazine


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Phaser 3635 Phaser 3635 WC-3550 WC-3550

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Phaser 3635 Phaser®3635 sold around $1700 new with a one year warranty. There are tons soldfor for around $1700 new with a one year warranty. There are tons ow here are a pair of monochrome multifunction printer / ofofthem totobebewhich found out them foundhave outininthe themarket marketand andcoming comingoff offofofleases. leases. Wetook tooka alook lookatatthe thefusers fusersinin ® We copiers ® ® been extremely good sellers for Xerox . an ENX article back in March of 2013. This month, let’s check out the supply items, dive into an ENX article back in March of 2013. This month, let’s check out the supply items, dive into Xerox 3635 &new WC-3550 Technical Each Phaser sold for around $1700 with a one year warranty. the fault code meanings and touch on the basics of how to get into the Admin Tools and then the the fault code meanings and touch on the basics of how to get into the Admin Tools and then the There are tons of them to be found out in the market and coming off of Information Diagnostic Mode. Diagnostic Mode. leases. We3635MFP took a look at fusers in an ENX article back in March of Phaser &the WorkCentre 3550 2013. This month, let’s check out the supply items, dive into the fault These machines use ofof print cartridge (the These machines usean anall-in-one all-in-one type print cartridge (thetoner, toner,development, development,drum, drum, code meanings and touch the basics of howtype to get into the Admin Now here are a on pair of monochrome multifunction printer / the and waste are all handled in one cartridge). Below is a table showing U.S. market region and waste are all handled in one cartridge). Below is a table showing the U.S. market region Tools and which then thehave Diagnostic Mode. good sellers for Xerox®. Each ® copiers been extremely Phaser® 3635 Phaser 3635 cartridges. cartridges. These machines use an all-in-one print cartridgeThere (the toner, sold for around $1700 new with atype oneof year warranty. are tons development, drum, and waste are all handled in one cartridge). Below ofPrint themCartridges: to be found out in the market and coming off of leases. We took a look at the fusers in is Print a tableCartridges: showing the U.S. market region cartridges. an ENX March This month,Retail let’s check Model Part # #in Stated Yield $ $ out the supply items, dive into Model article back Partin inU.S. U.S.of 2013. Stated Yield The Retail two models the fault code meanings and touch on the basics of how to get into the Admin Tools and then the Phaser 108R00793 Phaser3635 3635Stated 108R00793 Retail5$5KKpages pages $129.99 share the$129.99 same fuser PartDiagnostic # in U.S. Mode. Yield Phaser 1010KKpages modules$189.99 with a few Phaser3635 3635 108R00795 108R00795 pages $189.99 108R00793 5 K pages $129.99 valid part numbers for WC-3550 106R01528 5 5KKpages $134.99 WC-3550 106R01528 pages $134.99 all-in-one type of print cartridge (the toner, development, drum, 108R00795 These 10 machines K pages use an $189.99 the 110 volt fusers: WC-3550 106R01530 1111KKpages $199.99 WC-3550 106R01530 pages PrintCartridge Cartridge and waste are all handled in one cartridge). Below is a$199.99 table showing the U.S. Print market region Print Cartridge 106R01528 5 K pages $134.99 126N326, 126N291, cartridges. or 126N342. An online 106R01530 11 K pages $199.99 The modules Thetwo twomodels modelsshare sharethe thesame samefuser fusersearch modules withaturns afew few forwith these Print Cartridges: numbers 110 volt fusers: 126N326, validpart part numbers forthe the 110 volt fusers: 126N326, 126N291, upvalid prices ranging fromfor $175 to $250. In the March 2013 126N291, issue of ENX, Model Part # in U.S.tofor Stated Yield Retail $ re126N342. An online search upupprices ranging or 126N342. An online search forthese theseturns prices ranging weor took one of these fusers apart see how toturns rebuild them. We’ll Phaser 3635 108R00793 52013 K pages $129.99 from $175 toto$250. InInthe issue ofofENX, we took from $175 $250. theMarch March issue ENX, we took visit how to reset the fuser count later2013 in this article, just after the list of Phaser 3635 108R00795 10 K pages them. one ofofthese apart toto rebuild We’ll one thesefusers fusers aparttotosee seehow how rebuild them.$189.99 We’llre-refault codes. WC-3550 106R01528 5you Kinpages $134.99 the fuser later this just visithow howto toreset reset the fusercount count later in thisarticle, article, justafter after visit The fault codes are consistent when compare the Phaser 3635 to Fuser Fuser Assembly FuserAssembly Assembly the list codes. WC-3550 106R01530 11with K pages $199.99 the listofoffault fault codes. the WC-3550. Here is a list of the codes some info about each: Print Cartridge

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Print Cartridges: Model

Technical Help

Fault Code List:

The Thefault faultcodes codesare areconsistent consistentwhen whenyou youcompare comparethe thePhaser Phaser3635 3635totothe theWC-3550. WC-3550.Here Here The two models share the same fuser modules with a few Fault Code Meaning of Code: Notes: isisa alist codes with some info about each: listof ofthe the codes with some info about each: valid part numbers for the 01-100 Front Door Open 110 volt fusers: 126N326, 126N291, Check the actuator on the front door. The Interlock or 126N342. An online search for these turns up prices ranging Switch is mounted on the HVPS. Fault Code List: Fault Code List: from $175 to $250. In Open the March 2013 issue of ENX, weOpen took 01-110 Fuser Door the rear door and then the fuser door, which is part of one of these fusers apart to see how to rebuild them. We’ll re-the fuser. See that door opens and closes ok Fault Code Fault Code ofofCode: Notes: Meaning Notes: that the actuator flag on that door is ok. The visit how to reset the fuserMeaning count later inCode: this article, justand after 01-100 Front Door Open Check onon thethe front Fuser Assembly 01-100 Front Door Open Check theactuator actuator frontdoor. door.The The switch itself is the mounted on the HVPS. the list of fault codes. Interlock InterlockSwitch Switchis ismounted mountedononthetheHVPS. HVPS. 01-700 Stapler Door Open 01-110 Fuser Open 01-110 FuserDoor DoorOpen Open Openthetherear reardoor doorand andthen thenthethefuser fuserdoor, door, 02-100, 02-200 USBcodes Faults are The fault consistent when you compare the which Phaser 3635 to the WC-3550. Here is part of the fuser. See that door which is part of the fuser. See that door 03-200, 03-210, 03-220, 03-230, 03-240, 03-250 MSOK Faults (Master System Options Key) The MSOK is a tiny board (less than 1x1 inch), with a is a list of the codes with some info about each: opens and opens andcloses closesokon okand andthat thatthe theactuator actuator connector mounted directly the Main Board. flag flagononthat thatdoor dooris isok. ok.The Theswitch switchitself itselfis is 03-300, 03-310, 03-320, 03-330, 03-340 FEK / PEK Faults (Feature / Product Enablement Key) mounted mountedononthetheHVPS. HVPS. Fault Code List: Each new machine comes with a plastic card-like key 01-700 Stapler 01-700 StaplerDoor DoorOpen Open that is used to set up any optional features that were purchased with the machine. Usually this key is kept in Fault Code Meaning of Code: Notes: the cabinet of the in the someplace. 01-100 Front Door Open Check themachine actuatororon the paper front tray door. The 03-410, 03-411, 03-412 Tray 1 Paper Info Mismatch Interlock Switch is mounted on the HVPS. 03-420, 03-421, 03-422 Tray 2 Paper Info Mismatch 01-110 Fuser Door Open Open the rear door and then the fuser door, 03-450 Bypass Tray Paper Info Mismatch which is part of the fuser. See that door 03-510, 03-520, 03-558, 03-559 Foreign Device Interface Fault opens and closes ok and that the actuator flagmemory on thatDIMM door on is the ok. main Theboard. switch itself is 03-600 Memory Failure Check the mounted on the HVPS. 03-800 Check Hard Disk Drive (HDD) 01-700 Door(GUI) Open 03-900 Main Board to Stapler Control Panel Communications Fault 03-940 Main Board to Tray 2 Communications Fault 03-970 Main Board Detected a Software Lockup If turning the machine off and back on doesn’t do the trick, reload the firmware. 05-100 Document Jam 1 Document jam after registration We Saw It In ENX Magazine

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Fault Code List (cont.) Fault Code Meaning of Code: 05-500 Document Door Opened during a copy job 05-600 Document detected in feeder at power-on 05-700 Document too long (oversized original detected) 05-900 Document Feed Jam 05-920 Document Door Open 06-100, 06-200 Laser Unit (LSU) Error 07-110 Paper Tray 1 Empty 07-130 Tray 1 Misfeed 07-210 Paper Tray 2 Empty 07-230 Tray 2 Misfeed 07-231 Paper detected at Tray 2 Feed Area at power on 07-500 Bypass Tray Empty 07-530 Bypass Tray Misfeed 08-100 Paper Jam between Registration & Fuser Exit Sensor 08-200 Jam in Tray 2 feed area 08-500 Exit Jam 2 (Paper not seen leaving the Exit Sensor) 08-600 Bottom Duplex Jam 0 08-610 Top Duplex Jam 1 08-700 Out Bin Full 09-100 Toner Low 09-350 Print Cartridge Warning 09-450 Replace Print Cartridge 09-550 Print Cartridge not detected 09-820 Print Cartridge is not OEM 09-830 Print Cartridge is the wrong version for your machine’s region or plan 10-100, 10-200 Fuser Low Temp. detected during a copy/ print job 10-200 Fuser Failed to warm up 10-300 Over Heat Error 10-500 * Fuser Warning 10-510 * Replace Fuser 14-100 Scanner CCD Lock 15-100 thru 15-830 Scan to Email Problems 17-100 thru 17-610 Network Controller Errors 17-700 thru 17-810 DHCP Server Errors 17-900 802.1X Authentication Error 20-100 thru 20-900 Fax Problems * Resetting the Fuser Count: This is only necessary on the Phaser 3635 because the 3550 doesn’t bother keeping count of the number of prints made on the fuser. Once you are in 68

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Notes: If the originals are normal size, then most likely the transport rolls or drives are slipping during copying so that the machine thinks the doc feed sensor remained actuated too long. Check the Laser Unit Interlock Switch Actuator which is on the print cartridge. Check the Tray 1 Paper Present Actuator The registration sensor did not see the paper arrive from Tray 1. Note that the sensor is mounted on the HVPS. Check the Tray 2 Paper Present Actuator. The registration sensor did not see the paper arrive from T ray 2. Note that this sensor is mounted on the HVPS.

Same meaning as 07-230 fault. Check the Fuser Exit Actuator for binding. Duplexed paper failed to reach the Duplex Jam Sensor in time. Note that this sensor is mounted on the HVPS. Duplexed paper failed to reach the Registration Sensor in time. Note that this sensor is mounted on the HVPS. Paper exit area is full. Note that this fault is based on a pixel counter and not a sensor, so shaking the cartridge won’t help. Just have a new cartridge ready for when it is needed. The print cartridge count is nearly up. The print cartridge CRUM chip is not detected by the CRUM reader board. Check the contact springs in the machine. Read above about the various cartridge types. This fault would happen if you tried to install a DMO region cartridge in a U.S. machine or vice versa for example, or if you tried to install a 3550 ctg in a 3635. Check the fuser cooling fan and the fuser’s thermistor. Fuser Counter is nearing end of life. Fuser Counter has reached end of life. *Read below for how to reset the fuser life counter. Raise the Doc Feeder and make sure the scan carriage lock is fully disengaged. Note that next to the Ethernet port are two LED’s; the upper one means the Network Board is ready, and the lower one blinking means that the network is ok.

Diagnostics Mode (read below), select ‘Service Info’ and then touch ‘HFSI’ (High Frequency Service Items). A chart with the two HFSI’s which this model tracks will be shown (the fuser and

the Document Feed Head are the only two choices). Choose ‘fuser’ and touch ‘Reset’ followed by ‘OK’. You can also change the ‘max value’ if you want to. Setting the max value to ‘0’ will effec-

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tively make the HFSI not tracked, meaning the machine will never call for that HFSI again. System Administration Tools: The Administrator Tools give you lots of choices and control over the machine’s setup in a relatively easy to follow menu. The two models have different approaches for how to get into this Tools mode. Read below about each. For Phaser 3635: Press the ‘Log In / Out’ button and enter the administrator password (the default is ‘1111’). Then press the ‘Machine Status’ button and select the ‘Tools’ tab. For WC-3550: Press the ‘Machine Status’ button, scroll down to ‘System Setup’ and press the ‘OK’ key. Enter the administrator password (the default is ‘1111’) & then press ‘OK’ again. Entering Diagnostics: Here again, the two models have different approaches for how to get into Diagnostic Mode. For Phaser 3635: From the powered-on state, press and hold down the ‘#’ button and while still holding #, press the ‘Log In / Out’ button and a password screen will appear. Enter the password ‘1934’ followed by ‘OK’. For WC-3550: Press the ‘Menu’ button, and then press the ‘#’ button and a password screen will appear. Enter the password ‘1934’ followed by ‘OK’. Once you’re in Diagnostics, you can look around through the menus and you’ll find it’s pretty friendly. In a future article, we’ll have to come back to list the important Component Control and NVM (memory) codes. Well I hope this serves as an icebreaker for any of you who are going to be repairing one of these two models for the first time. Happy repairs folks! ✦ We Saw It In ENX Magazine

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Technical Tips Subject:

Canon IR3300 ADF Skew

Q:

Anyone know what causes this model of Canon to skew the original when trying to duplex? It looks like the original twists sideways just before it finishes scanning the first side, then sometimes will jam or re-feed crooked when it goes back in to scan the second side. The two rollers you can see under the document tray do not seem to come together to hold the original. Not familiar at all with this model and any help from you Canon wizards would be appreciated.

A:

I would make sure those rollers touch, make sure one of the hinges isn’t broken, clean all rollers in the reversal unit and make sure nothing is caught in there making the second side skew.

A:

You may have a deformed rubber ring on the solenoid that is responsible for activating those rollers underneath the original tray. Had this problem twice.

A:

With the outer ADF door open, the rollers that are in the hinge portion won’t touch each other. You can clean them with oil. Yes, oil. Get them wet and let it sit for at least 60 seconds and then either wipe off the excess or run some clean paper through. This should help guide the paper through on the second pass. It makes them sticky again.

calibration, copier continues to say ‘wait adding toner.’ This copier has run flawlessly in the past (normal repairs, PMs, etc.) but the copier just moved up one floor to a new office. A broken harness at the toner sensor plug caused need for change. I gave it a new toner sensor, just because. I also gave it new developer, to see if the old developer was contaminated. Still asks for toner. (I did not contaminate the new developer—I taped over the hole in the toner cartridge). Any help would be greatly appreciated. Thank you in advance.

A:

I know these are obvious, but did you check the toner motor rotation and is the auger turning in the toner cartridge? Can you hear the toner motor turning while the copier is asking for toner?

A:

I agree that the feed auger in the cartridge is probably broken. A new toner cartridge should work. You said you taped over the cartridge port, if so you probably broke the auger when you ran it like that. Customers not pulling the packing tag from the port are the most common cause of those augers breaking. Just leave the toner bottle out if you want to run the machine without feeding toner.

A:

Thanks for all the advice fellow technicians, will try out these suggestions and follow up soon.

I have found that this model if calling for toner when you replace developer will still call for toner after resetting the auto toner; you may have to let it cycle for 20-30 seconds and let it have some toner. Provided it is functioning (toner motor is turning and auger is ok in toner cartridge).

Subject:

Subject:

Q:

Q

Q:

ES 230 Toner Problems I know, this should be upgraded, but hopefully the old timers can help with this problem. New wire harness, toner sensor, and developer. Cleaned everything in drum and developer units. Reassembled and calibrated with 05-200 to 240%. After

Canon IR4570 : Problem with jamming after registration roller doesn’t make it to the fuser. Replaced the registration sensor, no joy. We replaced the fuser 6 months ago. Any thoughts?

A:

Make sure the registration sensor is working and make sure the

toner cartridge is turning. Good luck.

A:

What’s the jam code? Is there an image on the paper? How far past the registration roller? Is it making it to the drum? Does it do it out of all trays? Are paper trays set to correct paper size? Try pushing on lower door below duplex door and see if it makes a copy.

A:

There are some very small rubber tabs that push the inner door into the vertical path rollers. They are only 1/4 inch by 1/8 inch. They mount on the extreme corners of the cassette door. If they are missing or mushy or out of place this can cause jamming from the top cassette in particular. We’ve used recoat tape on the gray vertical path rollers. Also used pieces of paper feed tires instead of foam rubber on the door. Does the #2 cassette feed well? If so this is the problem. Good luck.

A: Q:

I had this pre-Christmas on an IR color—the only answer was new feed rollers. Thanks for the suggestions, I appreciate the help!

Subject:

Sharp AR-168 Exit Jams

Q:

Have the AR-168 jamming every time at the fuser. I exchanged with another working fuser and it jams at the same place. Does accordion as it enters the fuser. Thanks.

A: A:

Are the fuser rollers turning?

Mark the lower roller to see if it turns when you turn the power on. If it doesn’t turn, pull out the fuser, check the gear on the fuser. Sometimes the tab brakes and the fuser don’t turn. Turn the main motor by hand and see if the small gear turns (the one that turns the fuser section). Let us know what you find.

A:

Also check the small fuser drive gear that meshes with the fuser roller gear. They wear and usually make a lot of noise and jam. ✦

Tips appearing in this section are reprinted courtesy of Smarka! The Copier Tech’s Info Source. Tips are randomly selected from submissions emailed to Smarka! Smarka! and ENX Magazine make no guarantees as to the accuracy of tips presented in this section. Email your tips to Tips@smarka.com. All Tips become public domain. 70

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