ENX Magazine February 2015 Issue by ENX Magazine

FEBRUARY 2015

VOLUME 22 NO. 2

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

Diversification

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

A Necessary Business Strategy in a Changing Document Imaging Marketplace Copier Makers Continue Assault on Low-End A4 Market with Mixed Results

Connecting People, Ideas and Product

Office Technology Service Excellence Service Excellence Diamond Diamond Award Winner

Automated Business Products Raises the Bar on Service Excellence Activity or Opportunity— That is the Question! The Role of the MSP as Security Educator Business Profile

Bob Maxwell and Becky Offutt of KOMAX

on How to Build a Successful Dealership

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e e n n xx

In This

Issue e n x

16 14

EDITOR’S NOTE EDITOR’S EDITOR’SNOTE NOTE

24 22

INDUSTRY STATE OF THE INDUSTRY STATEOF OFTHE THEINDUSTRY INDUSTRY STATE

of 2015 2015 Trends and Trendsetters of Diversification: A Necessary Business Strategy in a Changing By Scott Cullen Document Imaging Marketplace By Scott Cullen NEWS BRIEFING NEWS BRIEFING

32 HP Sheds More Resellers As As It It Implements Implements New New Qualified Qualified 28 16 Between The Lines Supplies Program Copier Makers Continue Assault on Low-End A4 Market with EDITOR’S NOTE NEWS BRIEFING

In This Staff Staff

BetweenThe TheLines: LinesWhat’s New This Time? Between

STATE OFBrewer THE INDUSTRY By Charles Mixed Results 24 Trends and Trendsetters of 2015

Issue

By Charles Brewer By Scott Cullen 40 Static Control 34 32 HP Sheds More Resellers As It Implements New Qualified 44 Metrofuser Supplies Program A Conversation with Keith Keith Justus, Justus, President President of of Business Business By Charles Brewer 38 Activity Copier or Solutions Opportunity—That is the Question! Control 48 40BEIStatic Services and ENX Magazine 42 Magazine to to Acknowledge Acknowledge Service Service BUSINESS PROFILE BUSINESS PROFILE PROFILE

BUSINESS PROFILE NEWS BRIEFING

DEALER SPOTLIGHT: DEALER SPOTLIGHT: SPOTLIGHT:

SALES MANAGEMENT BUSINESS PROFILE

SERVICE EXCELLENCE SERVICE EXCELLENCE EXCELLENCE SERVICE EXCELLENCE DIAMOND AWARD WINNER

Staff

48 54 Susan Neimes Susan Susan Neimes

Publisher & Editor Publisher & Managing Editor Publisher Publisher & Managing

DEALER SPOTLIGHT: Automated Business Excellence in 2015 Products Raises the Bar on Service Excellence 44 A Conversation with Keith Justus, President of Business

MANAGED IT SALES & Copier Solutions MARKETING SALES & MARKETING MARKETING

The the MSP as Security Educator TheRole YearofAhead

EXCELLENCE TheSERVICE Year Ahead 48 By BEI Cullen Services and ENX Magazine to Acknowledge Service ByScott Brad Roderick

Excellence in 2015 DEALER SPOTLIGHT MANAGED MANAGED IT IT

MANAGED IT 52 58 54 Bob Maxwell and Becky of KOMAX on How to Build a How toYear WinAhead Over a NewOffutt Prospect Prospect The SALES & MARKETING

Susan Neimes

Publisher & Managing Editor

Successful Dealership By Dave Sobel By Brad Roderick

EXIT STRATEGY 58 60 58 The 10 Mistakes – –Part 2 1of 3 33 to Win Over a New Business Prospect TheHow 10Biggest Biggest Mistakes Business Sellers Make BusinessSellers SellersMake Make – Part Part 1 of of EXIT STRATEGY MANAGED IT EXIT STRATEGY EXIT STRATEGY

ByZipursky Dave Sobel By ByJim Jim Zipursky

By Jim Zipursky

Index Index The 10Advertisers Biggest Mistakes Business Sellers Make – Part 1 of 3 60 62 60Display Empowering Dealers: ITEX Expo 2015 By Jim Zipursky Events Calendar of of Industry Industry Events 65 ByCalendar Sand Sinclair Display Advertisers Index 62Printer Printer Tech Tech Tip Tip 66 Printer Tech Tip Calendar of Industry Events 67 65 By Laser Pros By Laser Pros By Laser ProsTech Tip Printer 66 Free Tech Help Free Tech Help By(Article Laser Pros 68 AAA about Acronyms)—Xerox’s Language of Choice 68 By Smarka! EXIT STRATEGY

INDUSTRY EVENT

Scott Cullen Scott Scott Cullen Scott

Editorial Director Editorial Director Editorial Director Editorial Director

Scott Cullen

Editorial Director

ByBritt Smarka! Free Tech Help By Horvat 68 By Smarka!

Xerox Style Repairs Xerox 4110 4110 Style Fuser Fuser 70 Display Advertisers IndexRepairs 62 By XeroxHorvat 4110 Style Fuser Repairs By Britt Britt Horvat 70 Calendar of Industry Events By Britt Horvat 66 ® ®

Ronelle Ingram Ingram Ingram Ronelle

Contributing Editor Contributing Editor Ingram ContributingRonelle Editor Contributing Contributing Editor

engage ‘n exchange exchange engage ‘n México México & &

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

Christina Kim

Christina Kim Kim Associate Kim Editor Christina Christina Associate Editor Associate Editor Associate Editor Associate Editor 14

12 14 14 14

•

Corporate Office Corporate Office Corporate Office Corporate Office Corporate Office

La Revista del Distribuidor Dealer Source

Susan Neimes - -susan@enxmag.com Susan Neimes -- susan@enxmag.com susan@enxmag.com Susan Neimes Susan Neimes Susan NeimesSuite - susan@enxmag.com susan@enxmag.com 10153 1/2Riverside Riverside Drive., 729, Toluca Lake,Lake, CA 91602 10153 1/2 Drive., Suite 729, Toluca 91602 10153 1/2 Riverside Drive., Suite 729, Toluca Lake, CA 10153 1/2tel. Riverside Drive, Suite 729, Toluca Lake, CA CA 91602 10153 1/2 Riverside Drive., Suite 729, Toluca Lake, CA 91602 91602 818-505-0022 • fax. 818-505-9972 tel. 818-505-0022 ••fax. fax. 818-505-9972 tel. 818-505-0022 fax. 818-505-9972 tel. 818-505-0022 • 818-505-9972 tel. 818-505-0022 • fax. 818-505-9972 Editorial Office: Editorial Office: Editorial Office: Scott Cullen - scott@enxmag.com Editorial Office: Editorial Office: Scott Cullen scott@enxmag.com 21 Llanfair Lane, Ewing, NJ 08618 • tel. 609-406-1424 Scott Cullen scott@enxmag.com Scott Cullen Cullen - scott@enxmag.com Scott scott@enxmag.com 21 Llanfair Lane, Ewing, NJ 08618 ••senttel. 609-406-1424 21 Llanfair Lane, Ewing, NJ 08618 609-406-1424 ENX Magazine is published monthly by Affinity Business Communications, Inc. Any inquiries should•betel. to: enx@pacbell.net or mailed to the corporate office. 21 Llanfair Lane,Ewing, Ewing, NJ 08618 609-406-1424 21 Llanfair Lane, NJ 08618 • tel. tel. 609-406-1424

ENXMagazine Magazineis publishedmonthly monthlyby byAffinity AffinityBusiness Business Communications, Communications, Inc. Anyinquiries inquiriesshould should be be sent sent to: to: enx@pacbell.net ENX Any inquiries should be sent to: enx@pacbell.net or or mailed mailedtoto tothe thecorporate corporateoffice. office. ENX Magazine isispublished published monthly by Affinity Business Communications, Inc. Any enx@pacbell.net or mailed the corporate office. ENX Magazine is published monthly by Affinity Inc. Any or inquiries be sent to: written enx@pacbell.net or Cover mailed to the corporate office. Copyright ©2015 byENX ENXMagazine Magazine printed the U.S.A. U.S.A.Communications, Allreproduction reproduction in in whole part prohibited without from fotolia.com Copyright ©2014 by printed inin Business the All part is isshould prohibited without writtenpermission. permission. Coverphoto photo from shutterstock.com Copyright ©2014 by Copyright ©2014 by ENX ENX Magazine Magazine printed printed in in the the U.S.A. U.S.A. All All reproduction reproduction in in whole whole or or part part isis prohibited prohibited without withoutwritten writtenpermission. permission.Cover Coverphoto photofrom fromshutterstock.com shutterstock.com

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We Saw It In ENX Magazine

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Contributors 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. 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. Sand Sinclair | Sand Sinclair ITEX Conference Director and Editor-in-Chief of imageSource Magazine, produced and managed by Questex Media Group LLC, a global, diversified businessto-business integrated media and information provider, headquartered in Newton, MA. Visit www.itexshow.com for detailed information. Dave Sobel | Dave Sobel is responsible for fostering the growth and success of MAXfocus Partners. As Director of Partner Community, he helps promote collaboration, education and innovation among MAXfocus Partners. In 2013, he was recognized for the 4th consecutive year as one of the top virtualization experts globally as a Microsoft MVP for Virtualization and was appointed Chair of the Mobility Community for CompTIA. 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.

B E T W E E N

T H E

L I N E S

What’s New This Time? The office technology industry used to be a simple place. Remember the days when copiers, typewriters, and adding machines ruled the world? Now look what’s happened. MFPs, software, Managed Services, MPS, ECM, 3D printing, and digital signage are taking over as strong revenue generators. And the beat goes on. For journalists like myself, I love it when something new comes along because it gives me something different to write about. Admittedly, there’s always a fair amount of grumbling about new technology and services as dealerships need to figure out how to sell it, and in some instances, who best to sell it. We’ve seen it with digital, we’ve seen it with color, we’ve seen it with MPS, we’ve seen it with Managed Services, and we’re seeing it with everything else that the OEMs and the analysts are touting as the next big thing. It’s human nature to feel challenged by change and leaving one’s comfort zone to embrace something new. Yet, there is a segment of dealers (I was going to say a small segment, but I don’t want to generalize because there may be more than that) who go out looking for something new to sell or take on a niche product that’s not so new such as mailing systems or phone systems. Some do it as a way of making themselves a one-stop shop for their customers. Anyway, no matter how new and scary a given technology, solution or service is today, tomorrow it’s just another item in a dealership’s menu of product offerings. I’m talking about this now because the main feature this month is alternate revenue streams beyond MFPs, MS, and MPS. Most of what I’m writing about in the article isn’t all that scary, but is new, somewhat exciting, and offer dealers an opportunity to expand into product segments beyond their traditional comfort zones. And expanding beyond one’s traditional comfort zone is nothing new to an office technology dealer. Thanks for reading. Scott Cullen Editorial Director

Stay Connected Share Your Views

Technical Article Contributor 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.

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NBS / ENX | February 2015 21

Scott Cullen

State of the Industry

Diversification: A Necessary Business Strategy in a Changing Document Imaging Marketplace

ast month I wrote about the various trends sweeping the document imaging industry, many of those underscoring the need for the traditional office technology dealer to diversify. Yes indeed, diversification is the name of the game as printed output declines and dealers look for new sources of revenue. While MPS and Managed Services are squarely at the head of the pack of this diversification trend, we’re not going to touch on those here, but address those areas in a future issue of ENX. Instead, we’re going to focus on five other diversification opportunities, some more opportune than others. We’ll also be presenting another five diversification opportunities this month in a complementary article on the ENX/ The Week in Imaging newsletter and Website. To gain a better understanding about the viability of some of these opportunities I spoke with dealers in various dealerships across the country about the diversification strategies they’re taking to ensure their long-term viability.

Digital Signage

There’s plenty of buzz happening around digital signage as companies such as Toshiba and Samsung ramp up their digital signage product lines. Plus, don’t count out Sharp with its professional displays and Aquos boards. Toshiba is enjoying some big wins from a direct perspective with its digital signage, but the 22

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reality is it’s going to take some time for its dealer channel to enjoy the same success. Toshiba’s approach is also a little bit different than others because of its emphasis on content, which is ideal for dealers looking for a recurring revenue stream. Stargel Office Systems in Houston, TX, is arguably Toshiba’s most successful dealer to date when it comes to marketing digital signage. Last year it nailed down a big deal with the Houston Astros. While that deal was an impressive one, TJ DeBello, Stargel’s VP of sales and marketing, reports that Stargel is currently concentrating heavily on clinics and hospitals. “That’s the low hanging fruit for us.” Not counting the deal with the TJ DeBello Houston Astros, Stargel Office Stargel did Systems about $350,000 in digital signage last year, including a $52,000 deal with a church. “We’re still learning and the margins seem pretty good,” says DeBello. Everybody at Stargel can sell Toshiba’s digital signage products and the dealership relies heavily on Toshiba for education. DeBello says the company is planning on hiring a specialist as well as handling the installations themselves, something they currently outsource. Perhaps the biggest benefit of diversifying into digital signage We Saw It In ENX Magazine

is the same benefit so many other dealers enjoy when branching out into other product categories. That’s getting a foot in the door of a new customer. Stargel installed a $56,000 video wall in one new client’s lobby. That video wall deal led to a $105,000 DocuWare deal even though Stargel doesn’t have their copier business. So far there’s been no competition from other independent dealers in the Houston market. “Our competitors are more on the national scene and most of the feedback we’re hearing is they come in, give a quote, but they’re too busy and don’t listen to what they want and won’t do the renderings,” says DeBello. “They don’t offer the personal touch, which is our strength. Our long-term goal is to get in there and do the marketing for clients [on the digital signage]. That ties into an ongoing revenue stream for us similar to a CPC model where we’re billing them monthly or quarterly.” There may also be an opportunity in the future for Stargel integrating the digital signage into Toshiba’s POS systems along with pursuing opportunities in sports arenas, cafes, and grocery stores.

Interactive Whiteboards

Sharp has made a big impression the past few years with its interactive whiteboards, a technology that’s become a prominent talk track at its annual dealer meetings. DPOE in Elk Grove Village, IL is one Sharp dealer continued on page 24

Diversification: A Necessary Business Strategy that’s embraced this technology and has been enjoying some decent sales, a little over 100 to date. “We’ve sold more than I probably would have expected us to sell,” states Chip Miceli, DPOE’s president. “The only problem with that product is that there’s no recurring revenue.” What those interactive whiteboards have done for DPOE is create new opportunities, particularly with prospects the dealership hasn’t done business with before. “We probably would never have gotten into some of these customers before and we end up doing more business with them once we get in the door,” states Miceli. “That’s the value.” The biggest opportunities Miceli has found for interactive whiteboards are manufacturing and law firms as well as anyone that does any Chip Miceli kind of marketing and DPOE has a sales force. “I have one customer who carries it all over the place,” says Miceli. Another client has placed the whiteboard in a kiosk in their conference room. This is an exception as it has a recurring revenue stream as DPOE is responsible for making sure that it’s always up and running. “We charge them a monthly fee,” states Miceli. “Anytime they want to change content, we do that, but that’s only one out of the 100 we’ve sold so far.” What DPOE has sold can be credited to persistent telemarketing and attendance at networking events where DPOE displays the board and uses it for presentations. It’s also in their showroom where it’s used for, what else, presentations. “It’s a lot of word of mouth; we haven’t done much advertising and Sharp doesn’t do much advertising so we just carry it everywhere and show it to everybody,” emphasizes Miceli.

3D Printers

3D printing was a hot topic at last September’s BTA Grand Slam event thanks in part to a presentation by Mark Mathews, president of Airwolf 3D and

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panelist Cindi Gondek from ACT Group, a Cromwell, CT-based office technology dealership. During the panel discussion on diversification strategies, Gondek acknowledged that compared to selling traditional office technology selling 3D printers requires a different skill set. Specifically, what’s critical, in her view, is a different level of people for service, including high-level engineers who can talk about the various 3D printing processes. “You can’t have copier salesmen selling 3D,” she opined. Gondek also cautioned Cindi Gondek the audience about the ACT Group expense of getting into 3D printing. ACT Group invested more than a half million dollars and it’s taken a couple of years for the dealership to start seeing a return on that investment. Another dealership doing okay with 3D printing is Fraser-AIS in West Reading, PA. It has been selling 3D printers for a couple of years now and is finally getting the hang of it. They generated enough business to add a sales rep this past June whose sole focus is 3D printers. A dedicated service technician is the most recent addition to Fraser’s 3D team. Daniel Fraser, new business development for Fraser-AIS, loves talking about 3D. He’s candid about what it takes to sell the technology. “Being Daniel Fraser disillusioned is a good Fraser-AIS thing because I see it all the time, people are excited [about the technology], want to talk about it, and it’s interesting to talk about, but most [prospects] aren’t going to buy one.” Being disillusioned may seem odd to hear from someone who’s had some success selling the technology, but he refuses to sugarcoat the opportunity. “There are some who will buy, and what they do buy will be very expensive. You can have high revenues, but a lower amount of transactions. It’s prospecting intensive.”

What he’s learned in the short period of time he’s been selling 3D printers is how to better qualify prospects. “I want to get rid of the people [who aren’t going to buy] as soon as possible,” he says. “I wasn’t doing that a year ago.” Mark Mathews, president of Airwolf 3D, speaking at the BTA Grand Slam event didn’t sugarcoat things either. “It’s a technical sale, which means you must understand materials, CAD, and the vertical you’re selling to,” he told the dealers in attendance. He also informed attendees that 80 percent of service calls are related to the print process, which makes things more complicated on the service side. On a more positive note, the market is expected to grow between 25 and 50 percent over the next five years with the potential to become a $13-$22 billion market Mark Mathews during this time period. Airwolf 3D Target markets include corporations, educational institutions, government agencies, healthcare, manufacturing, and consumers to name just a few. “A customer with engineers on staff doing CAD work is your target,” said Mathews. “There are 20-million CAD seats worldwide with 35 percent of those in the U.S.” “It’s a huge market, it’s growing, fascinating, and fun, and if you have the right skill set and are willing to make the investment, it’s worth it,” emphasized Mathews. “But compared to MPS on the difficulty scale, where MPS is a 3, 3D printing is a 10.”

Reconditioned Copiers

In Huntington Beach, CA, Spectrum Business Systems, a Ricoh dealership, has found selling and renting reconditioned MFPs a profitable diversification strategy. In fact, those two business segments account for 85 percent of Spectrum’s overall business. Spectrum’s clientele is mostly small and medium size businesses, many of whom have no qualms about reconditioned equipment. continued on page 26

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Diversification: A Necessary Business Strategy “It’s especially strong whenever we’re dealing with a startup company,” reports Glenn Plank, systems engineer. “They want all the big features the big guys have, but they don’t have the budget and furthermore they don’t have the credit to buy that brand new machine. They usually perk up when we offer them a reconditioned machine with those same features.” With stats indicating that eight of ten new companies don’t make it, why commit to a 3-5 year lease when the odds are stacked against making it? “We politely let them know, let’s place a machine under a rental plan, if you grow bigger we can upgrade. If you get smaller we can downsize, but it leaves you the option to do that, whereas with a lease on a brand new machine and an uncertain future for your company, you’re locking yourself into three or four or five years of payments on credit you may not be able to get,” says Plank. “That approach really appeals to that small or startup customer.” Spectrum doesn’t seem to have much competiGlenn Plank tion in their market on Spectrum the reconditioned and Business rental fronts. “That’s why Systems we’ve been successful with that,” states Plank. “Many of these companies have been renting from us for 10-15 years and they just see it makes sense.” The key to that longevity is how well you support that client once it’s placed. “As we start to see the equipment get a lot of mileage on it and the service incidents rates pick up, we get in touch and tell them we’re seeing a higher service level and we need to make a change at no charge to them,” explains Plank. “How can they complain? I don’t need the service headaches because the machine’s getting up in mileage.”

Social Media Services

An emerging diversification opportunity is social media services. Yes, social media. Impact Networking LLC, based in Waukegan, IL, has seen this segment of its business grow during the past five

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years. Services offered by Impact’s Creative Services Group include web development, branding, and online marketing. Impact recently became a Google AdWords partner. With Google AdWords, a pay-per-click ad program, businesses can advertise locally and attract customers with the products that they’re searching for. “We’re one of the few partners in the Chicago area for AdWords,” reports Rebecca Adolf, senior designer and online marketer with Impact Networking’s Creative Services Group. Rebecca Adolf What does being an Impact AdWords partner mean Networking for Impact’s customers? “Being a partner and having the certification shows that we know Google’s best practices for AdWords and Google Analytics,” explains Adolf. “There are events we can host and we get promotions for money and discounts and promotions we can provide to our customers.” As far as Adolf knows, there’s no competition to date from other dealerships in the market that are also offering social media services. Obviously, there are plenty of Web designers and SEO marketing shops who mostly take a cookie cutter approach. “Our approach is to sit down with you, have face to face meetings, phone calls, and come up with the strategy and unique campaigns,” states Adolf about Impact’s approach. Offering social media and Web design services is creating opportunities for Impact’s traditional product offerings. “If you tell people you do online marketing and SEO as a way to introduce yourself you can open doors more versus coming in and asking about their copier,” says Adolf. Narrowing down the cost for these services is a little difficult, but Adolf says it mostly depends on how many social media updates or e-mail campaigns the customer does monthly or weekly. For example, for one client Impact does weekly e-mails, for other clients, it’s less. “We offer a monthly fee on an

annual retainer and it can be anywhere from $500 a month to almost $10,000 a month,” states Adolf. “It depends on the client, their budget, and their needs.” Clients who seem to be most interested in these services tend to be medium and larger companies although one Impact client is a small law firm and another a doctor’s office. “This is a hands-on, time-intensive service so we can’t offer low rates,” says Adolf. Higher Information Group in Harrisburg, PA also offers Web design and development services. That portion of its business originated within its internal print group, driven in part by the need for internal support for their own marketing and advertising efforts and client requests. “Clients were coming to us and saying, ‘we’re not happy with our website could you help us out?” recalls John Frisch, president. He acknowledges that this is not a big portion of his dealership’s business and that the Web design process can take a couple of months. As far as staffing the department, that’s done the way he tends to hire for all departments within his dealership, recommendations from employees.

Final Thoughts

Let’s be straight, the diversification strategies discussed in this article remain just that, diversification strategies with the potential to add a few percentage points to the bottom line. It’s unlikely that any of these will supplant a dealership’s core business anytime soon. What they will do, however, is broaden a dealership’s menu of offerings for existing accounts and possibly attract new customers. Either way, it’s a smart way of doing business in 2015. ✦

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Charles Brewer News Briefing

Copier Makers Continue Assault on Low-End A4 Market with Mixed Results

hile the market for digital imaging hardware and supplies is mature and various segments are declining, most copier companies have been reporting improved revenue for the past couple of years. The majority of copier makers are Japanese companies of course, and they’ve benefited greatly from the weaker yen. But not all of the copier industry’s success can be attributed to exchange rates. It’s well documented that many copier manufacturers have been growing the number of production devices they sell. The production space is red hot and copier vendors are cashing in. However, certain copier companies are also enjoying a level of sustainable growth from a strategy that is less acknowledged: a full-blown assault on the A4 market, particularly at the lower end. Most copier companies, which were once known exclusively for marketing A3 devices, have now successfully penetrated the A4 space and many have grown their market share. Today, the A4 market is an important part of most copier manufacturers’ business, and it represents investments that date back a couple of decades. The convergence of the copier and printer markets began over 20 years ago as manufacturers of analog light-lens copiers embraced digital technology. Firms like Hewlett-Packard, Lexmark, and others quickly began marketing A4 office machines with functionality similar to that of

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higher-end digital copiers but in a box with a smaller footprint and a much smaller price tag. Over time, these machines became wildly popular and printer companies were able to grab significant market share from copier firms. But that trend appears to have been reversed and today copier companies are taking back some of the share they lost years ago.

Urge to Merge

Before the markets for printer-based MFPs and digital copiers converged in the late 1990s, the printer and copier industries were already closely aligned as they had been from the earliest days of the “page printer.” Various copier manufacturers supplied print engines to third-party customers marketing digital printers. Canon’s long-running relationship as HP’s engine supplier, which began in the 1980s, is perhaps the most famous but there are plenty of other examples. As the laser printer industry grew, hardware companies began to realign assets to better penetrate new market segments, which led to a significant wave of consolidation of manufacturing firms. Minolta was one of the copier firms marketing print engines as well as its own branded printers and by the late 1990s it was looking for ways to solidify its place in the A4 market. In a move that would increase its technical capabilities in areas like controller architecture and networking, Minolta acquired 51 percent of

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QMS in 1999 and began filling out its A4 printer line with color and monochrome printers. Over time, Minolta would acquire all of QMS, along with its popular magicolor line of A4 color machines, and gain new technologies that could be incorporated into Minolta’s existing PagePro line of monochrome office printers. Around the same time as the QMS acquisition, Xerox made a similar move with its purchase of Tektronix’s Color Printing and Imaging Division. The Tek acquisition gave the copier giant access to additional desktop monochrome and color technologies including solid ink. Like Minolta, prior to the purchase, Xerox was marketing a selection of desktop machines, which were based on technologies sourced primarily from its Fuji Xerox joint venture. With the Tek assets, which cost Xerox nearly $1 billion, the firm established a division dedicated to marketing A4 hardware exclusively for office users. As the decade progressed, copier firms continued to feel increasing pressure from A4 multifunction product lines such as HP’s LaserJet 4345 MFP and Lexmark’s X632s, which sold for thousands less than comparable copier machines. Many equipment dealers, however, were lukewarm to the notion of selling such low-cost machines with puny margins. To make matters worse, A4 customers were accustomed to being able to continued on page 30

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February 2015 | www.enxmag.com

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Copier Makers Continue Assault on Low-End A4 Market replace their own consumables and the machines required little maintenance, which denied the dealers their highly-profitable service calls. Copier companies soon realized that they needed to enlist assistance from outside their independent dealer networks if they were to successfully market A4 machines, especially at the lower tiers of the market. About ten years ago many copier firms began more actively pursuing new channel partners including resellers in the IT space in an effort to place more A4 units. Vendors knew if they were to grow their A4 businesses that it was critical to attract customers in small to medium-sized firms, which were often serviced by IT resellers. Konica Minolta, Ricoh, and Xerox were able to reach more SMB customers with their respective acquisitions of Danka, IKON, and Global Imaging. While these are the three channel deals that received the most attention, there have been plenty of others which allowed copier companies to attract more businesses that traditionally used A4 machines. The growing popularity of managed print solutions along with other higher-margin services has also resulted in copier OEMs initiating an ongoing spate of acquisitions and strategic alliances with channel partners servicing SMB clients. This trend shows no sign of abating and should allow traditional copier manufacturers to continue to burrow further into the SMB space.

Battle Down Below

Since the global economic picture has brightened, the so-called Big Three— Canon, Ricoh, and Xerox—have grown increasingly active in releasing entry-level A4 devices, especially in emerging markets where consumers can be extremely price sensitive. In North America, hardware manufacturers have reported growing sales of lower-end A4 color electrophotographic single-function printers and MFPs. As it has for decades, Canon continues to be the industry’s largest producer of A4 printers and MFPs thanks to its ongoing role as HP’s LaserJet engine supplier. According to Canon’s 2013

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annual report, for the fiscal years ending on December 31 in 2013, 2012, and 2011, the LaserJet business made up 17.6 percent, 17.0 percent, and 19.3 percent, respectively, of the firm’s total consolidated net sales. More than any other copier manufacturer, Canon’s A4 business is essential to the health of the overall company. In 2013, Canon’s A4 printer and MFP revenue totaled ¥841.4 billion, or 42 percent of the Canon Office Business Unit’s total sales. The group also markets Canon’s A3 devices, digital production systems, high-speed continuous feed printers, and wide-format machines along with document management solutions and the consumables for the various machines. By comparison, Canon’s total monochrome and color A3 sales totaled ¥694.8 billion or just shy of 35 percent of the Office Business Unit’s ¥1,993.9 billion total revenue last year. Although the final numbers are not in for 2014, it appears that Canon’s printer sales will be flat. During the first quarter, printer revenue surged over 8 percent compared to sales in Q1 2013. However, A4 sales slipped about 7.5 percent in the third quarter compared to the year prior after remaining flat in the second quarter. If Canon’s laser printer business is flat for the year, which I think it will be, it would suggest that sales of Canon-branded laser printers and MFPs outpaced LaserJet sales in 2014. Throughout 2014, HP reported LaserJet sales were sagging along with demand for toner cartridges. LaserJet sales are reported along with revenue from production devices like the Indigo digital press in HP’s printer group’s “commercial” business. It appears that Indigo sales, which were reported to have done well in 2014, buoyed the commercial revenue line for HP, allowing it to basically remain flat as sales of LaserJets tumbled. Fuji Xerox, another large, long-term producer of A4 electrophotographic printers and MFPs, has successfully grown its revenue in the A4 category over the past couple of years. FujiFilm owns 75 percent of the “FX” joint venture compared to Xerox’s 25 percent, and reports Fuji Xerox performance as part of its Document Solutions unit.

The Japanese company has articulated a growth strategy for its A4 business that includes boosting sales of entry-level machines worldwide. The company says the worldwide market for entry-level A4 machines has been growing at a rate of about 7 percent since 2010. During the fiscal year that ended on March 31, 2014, revenue from office printer and MFP sales climbed almost 12 percent to ¥181.2 billion from ¥161.9 billion during the year prior. While actual revenue numbers are not available, FujiFilm says the performance of its A4 products has been somewhat mixed in 2014 dogged by sales of Xerox-branded units. In the first quarter of the current fiscal year, which ends March 31, 2015, the firm reported sales of Fuji Xerox branded monochrome models were up in Asia and Japan along with exports of color units to Xerox Corporation. In the second quarter, however, while “the overall sales volume increased,” FujiFilm says sales of Fuji Xerox branded monochrome and color A4 units were down in Japan along with sales of exports to Xerox. Sales of color machines were up, albeit only “slightly” to Xerox. With two more quarters still to come, it will be interesting to see if FujiFilm will be able to keep its streak of increased A4 revenues going for a fourth consecutive year. As the numbers above suggest, the performance of A4 sales for FujiFilm’s longtime partner Xerox has been uneven. During fiscal 2013, Xerox reported that shipments of its monochrome A4 MFPs dipped 20 percent while color MFP shipments surged 24 percent and color printer shipments grew by 5 percent. During the first half of last year, however, Xerox said A4 monochrome and color shipments were down 23 percent and 1 percent, respectively, while shipments of color printers rose 3 percent compare to the first half of 2013. During the third quarter of 2014, A4 mono MFP shipments continued to skid, dropping 22 percent, while shipments of color MFPs dropped 7 percent and color printer shipments fell 3 percent. Xerox did not release revenue numbers for its A4 business. continued on page 32

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Copier Makers Continue Assault on Low-End A4 Market Ricoh is attacking the lower-end of the A4 market vigorously and currently offers a range of low-end color and monochrome hardware in the U.S. for under $500. Like FujiFilm, Ricoh has articulated a growth strategy based on marketing lower-end electrophotographic machines worldwide with a particular focus on emerging markets. During the fiscal year ending March 31, 2014, revenue from Ricoh’s Office Imaging business was essentially flat. The company said that color A4 MFP sales were up for the year in both Japan as well as worldwide. Printer sales were down in Japan, however, while they were up worldwide. During the first half of the current year, Ricoh reports that its Office Imaging business is up a modest 2 percent but most of that growth has come from improved sales of production printers. Revenue from mono A4 MFPs and printers are off 19 percent and 2 percent, respectively, compared to the same period the year prior. Color printer sales are also down 2 percent while color MFP sales are up 7 percent.

No Thanks

While some of the copier industry’s largest players are slugging it out in the lowest tiers of the market, others have decided to remain above the fray. Konica Minolta, for example, is no stranger to the lower-tiers of the laser market, which is where it once sold its aforementioned magicolor and PagePro product lines. While A4 appears to be important to the company, its entry-level product lines have been scraped. Today, Konica Minolta markets A4 products that share a similar look and feel as its higher-end A3 units. The company has indicated that in 2015 it will look to grow its A4 business

in North America, but that growth will come from sales of mid-tier A4 machines rather than entry-level devices. Other copier vendors with aspirations of gaining share in the A4 space that appear to be avoiding the low-end of the market include Sharp and Toshiba. Like Konica Minolta, both companies have been active for a while in the mid-tiers of the A4 space and up. In 2008, Sharp introduced its Frontier product family of A4 printers and MFPs, which are marketed through Sharp’s direct sales force and dealer channel as well as through additional channels that are more aligned with SMB users. The machines feature the same Sharp OSA development platform as its A3 devices to allow users to customize solutions that can work across machines. Likewise, Toshiba has teamed up with OKI to bring to market A4 machines that share the same controller technology as Toshiba’s A3 eSTUDIO devices. The machines include A4 mono and color MFPs featuring LED arrays and a print engine sourced from OKI along with Toshiba’s e-BRIDGE controller. OKI is also marketing similar A4 machines as well as A3 units. Unfortunately, neither Konica Minolta, Sharp, nor Toshiba provide much insight into their respective A4 businesses. While Sharp and Toshiba mention “MFPs,” the firms do not differentiate between A3 and A4 devices. Konica Minolta, on the other hand, breaks out its A3 business separate from its sales of production devices but does not offer numbers for A4 devices. With little to go on, my guess is that each of the firms’ A4 products lines are important in that they

enable them to market comprehensive printing solutions.

Who’s Right?

It appears that copier manufacturers have embraced two conflicting go-tomarket strategies in their product lines. The Big Three feel that they must bring to market a full range of machines if they are to successfully compete with printer manufacturers as well as rival copier manufacturers on a global basis. If the firms are to grow their business in emerging markets, they must offer lowend machines. On the other hand, Konica Minolta, Sharp, and Toshiba are avoiding the punishing conditions associated with the lower-tiers of the market and are focused instead on the mid-tier segments and up. At least for the time being. I imagine that each group will be able to maintain the status quo for the foreseeable future. It seems unlikely to me that in the near term Konica Minolta, Sharp, and Toshiba will look to gain market share outside of the markets they are established in. There is plenty of growth available to the three companies in the upper tiers of the market, which they will look to capture. On the other hand, it is essential for the Big Three to offer entry-level units to be successful in emerging markets. They simply have no choice if they are to be competitive. While strategies appear to be polar opposites, it seems that all of today’s copier companies are in agreement on one crucial point: A3 alone is no longer enough. Companies marketing office equipment must offer an assortment of A4 devices if they are to be successful.✦

While some of the copier industry’s largest players are slugging it out in the lowest tiers of the market, others have decided to remain above the fray.

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Business Profile

Metrofuser:

Where Quality Remanufactured Printer Parts and Tech Training Matter

M Eric Katz Co-President

Will DeMuth Co-President

etrofuser is more than just a distributor of laser print parts, remanufactured printers, tools and supplies, and a provider of training for HP, Lexmark, and Canon printers. Its quality parts are why thousands of office technology dealers, online resellers, mail order resellers, VARs, rechargers, MPS service providers, and authorized and non-authorized service companies count on Metrofuser and one of the reasons why the company was named one of Inc. magazine’s fastest growing companies for five consecutive years. But the company is also an ideal partner for any reseller who appreciates the added value of an education component. This diversification—training, parts, remanufactured printers, and tools and supplies—has helped each business segment and the company’s knowledge base grow continuously over the years. “When we first started we were just in parts,” observes Eric Katz, co-president. “We did that for eight years and when we got into these other business units we grew exponentially because we had so much exposure to those different [business segments]. We learn at such a faster rate now and it feeds the other departments and all the business units. That’s a unique advantage.”

Made in the USA

Metrofuser’s NEXTGENN is one of the leading brands of compatible printer parts in the U.S. This brand represents a new class of

compatible parts engineered to match the OEM’s fit, form, and function at a 40 percent savings. The company also stocks whole unit printers to help customers locate hard to find parts. The company even offers parts with no part number that aren’t listed in service manuals. Metrofuser truly is a one-stop shop. When it comes to sourcing products, Metrofuser emphasizes location, location, location. All products are made in the USA, which the company considers a key differentiator in the aftermarket. “In the past two years we’ve seen our biggest competitors move their production outside of the country,” observes Katz. “We still believe that one of the selling points of remanufactured product is that you are buying American labor and reinvesting in our country instead of sending dollars across the border.”

A Very Good Year

The past year has been an excellent one for Metrofuser with double-digit growth, something the company has enjoyed for the past five years. Asked about the reason behind this continued growth, Katz replies, “It’s not one thing, it’s a lot of little things.” Some of those little things include the company’s focus on quality, new product introductions, an emphasis on R&D plus its ability to develop new proprietary products (tools, equipment and supplies) that aren’t available anywhere else such as a tool that allows technicians to reset the

count on transfer kits. “This saves a lot of service techs time and is totally unique. It gets us in the door and has taken off internationally without much advertising,” states Katz. Metrofuser’s customers range from a small one or two-person owner/operator of a copier dealership all the way up to national service organizations. “They’re all dealers, but their size and market segment is diverse,” explains co-president Will DeMuth. “There’s also some resellers— folks who buy our products and resell them through the Internet or catalog.”

Quality and Attention to Detail

Metrofuser prides itself on pioneering “better-than-OEM” remanufactured printer parts. Nowhere is that more evident than in its attention to detail. All remanufactured parts are inspected and cross-checked throughout the entire remanufacturing process, from disassembly, cleaning, and testing to the final finished product. Technicians from various technical backgrounds rebuild parts down to its lowest level. From IC’s on the printer’s logic board, to the smallest spring on a fuser, every part is scrutinized to what Metrofuser calls the most demanding quality control standards in the industry. Unlike some competitors who might focus more on cosmetic replacement, Metrofuser applies all factory and proprietary upgrades and enhancements to continued on page 36

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Printer Pricing for Dealers! Remanufactured HP Laser Printers We understand how difficult it can be for you to make a profit on printers, so we make it simple. As our dealer, you’ll get exclusive pricing on our remanufactured HP printers while we support you, as a silent partner, with our dealer only products.

No One Knows HP Printers Better When choosing a source for HP remanufactured printers, what should you look for? A company whose expertise is in printer sub-assembly repair, developing solutions for the most problematic HP parts, and creating innovative one-of-a-kind technical tools? A company with superior technical support and HP service training? A company that has built a reputation in the past decade based almost singularly on quality? If these are the questions that you are asking when looking for a source for your printers, then Metrofuser is the answer. Dealers Only While most other remanufactures sell direct to end-users (through their company-owned stores, eBay and Amazon), we choose to sell to a dealer-only network. The Metrofuser model was built around the idea of servicing and partnering with our customers, NOT competing with them. MpsClass Printers Chosen for effectiveness in manage print environments, the MpsClass devices are the best in their respected categories, color monochrome and multifunction. Remanufacturing Evolution™ We believe remanufacturing is not only an eco-friendly alternative, but is also a chance for the part to evolve from its original state. At Metrofuser, each repair generation is an evolution to greater quality and performance – a continuous improvement from the original factory model. From implementing engineering upgrades and component level redesigns all the way through to process engineering efficiencies, the evolution and innovation never stops at Metrofuser. Technical Support At Metrofuser, dependable help and reliable advice is always just a call away. So you can do more with less worry. Your technicians have access to a myriad of support options.

Scalable Warranty Options

6-18-24 Month scalable warranty options offer dealers full control over cost points, expenses and profitability. Model

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Multi Point Distribution Will call pickup and shipping points in Santa Ana, California and Roselle, New jersey. Guaranteed Firmware Compatibility Metrofuser assures the most current, proven and compatible toner friendly version.

888-FUSERS-1 (387-3771) www.metrofuser.com

Metrofuser each remanufactured part. For electronic devices and PCB’s, this includes upgrading to the latest applicable firmware revision, ensuring full compatibility with current standards. Plus, many of the parts used in its remanufacturing process are manufactured exclusively to Metrofuser’s rigid specifications, often beyond off-the-shelf quality. Dealers and resellers depend on Metrofuser first and foremost for the quality of its products. “You hear that over and over, but it’s not a standard anymore,” acknowledges DeMuth. “There have been a lot of changes in our industry where a lot of our competitors outsource to Mexico and quality is no longer a standard. The quality of remanufactured product from vendor to vendor is different. Unlike OEM where OEM is OEM and you just negotiate price and you get what you get, it’s diverse in the remanufacturing world.” Quality is critical and that’s a message Metrofuser remains determined to pass along to customers. “We want quality to be a conversation between ourselves and our customers,” says Katz. “We look into every warranty that comes back and encourage our customers to ask about our forensic analysis and seek preemptive technical support. We also are constantly educating our customers with ProNotes and information about paper quality and dirty power.” That emphasis on quality is the backbone of Metrofuser’s Quality Management System. “Everything that comes back marked as defective or warranty gets tested to make sure we can find the defect and reproduce it, and allows 36

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us to track trends in our parts and trends in our customers,” explains DeMuth. “We track all this information and make it available to our customers. The biggest thing is trying to get quality to be a conversation between us and the customer. You want to make the highest quality parts, but you want to make sure they’re all doing the right things. Everyone loses if they have to send a technician out three times whether it’s because they’re misdiagnosing something or because it’s a defective part. It’s about educating the customer and getting them to talk to us about what they’re seeing as well.” For example, when Metrofuser’s dedicated forensic department tears apart a returned fuser and finds an issue, they’ll share that information with the production manager and the operations manager who meet every two weeks. They then pass that information along to sales and sales reports back to everyone else what’s going on with the customer. “We want that communication line as short as possible,” states DeMuth.

Available When You Need It

It’s one thing to make great parts and have a diverse menu of products, but it’s another herculean effort to make sure customers receive their orders in as timely a manner as possible. Metrofuser offers multi point distribution via a network of strategically located distribution centers and same

www.enxmag.com | February 2015

day shipping, two critical reasons why dealers and resellers have the company on speed dial. An electronically linked network provides 1-2 day ground shipping to 80 percent of the largest U.S. metropolitan areas. This model ensures that dealers and resellers can provide customers with topnotch service and delivery without having to invest in stocking and warehousing. In addition, local customers have the option of pick-up service for their orders. Metrofuser’s service system has a well-earned reputation for exceptional order/fill rates and unmatched order cycle times. Orders placed by 6 p.m. EST are shipped the same day via any major carrier. A 96-percent fill rate is another reason the company has so many satisfied customers.

The Core of the Matter

Metrofuser’s CoreBank IT system is another value-add that customers appreciate. The company’s system can identify, itemize, inventory, report and manage a customer’s core inventory while the customer maintains control on how to use it. If a customer is unable to return a core, Metrofuser estimates core charges on current market prices while always trying to accept fair and equitable trades. The company can also help its partners keep track of their core returns. On all drop-shipped exchange orders Metrofuser provides a pre-paid pre-printed return shipping label with packing and shipping instructions. In addition, Metrofuser can We Saw It In ENX Magazine

send customers the tracking information for the return shipment the moment that the part is shipped. Service options range from Repair & Return, to Remanufactured Outright, to Remanufactured on Advance Exchange, to OEM New Outright, to OEM New on Advance Exchange.

Beyond the Parts

There’s a lot more happening at Metrofuser beyond parts fulfillment, most notably education via Metrofuser’s ServicePLUS Training. The company trains technicians from across the country, including technicians for the U.S. Army, NSA, FBI, and Lockheed Martin, on how to repair printers. Some techs are sent for training by copier dealers who are just now getting into printers while others attend the training as a refresher course so that they are confident working on every model. That business unit is going strong. Techs learn how to repair the latest LaserJet printer technology and become certified. This training provides techs with hands-on, real-life scenarios. Students break it, fix it, install it, troubleshoot it, integrate it, migrate it, upgrade it, and deploy it. These classes usually take place over the course of one week with an emphasis on the top models and networking. “There’s been a lot of interest in that this year and it continues to grow,” says Katz. A big part of the training is introducing techs to the problems they’re most likely to encounter in the field and how to diagnose them. “It’s a huge confidence builder so when they walk into an office to repair a printer they’ll feel more confident,” states Katz.

“Our trainers look at it not just as ‘here’s how it breaks and how to fix it,’ but how it works and how the paper travels through the printer. This way if they encounter a printer they haven’t seen before they have an idea how the paper travels through the [device].”

Tech Support at the Highest Level

When it comes to technology, tech support is a key component and that’s another area where Metrofuser excels. Its Level III tech support provides technicians with access to an array of support options, including tollfree phone support, email and instant messaging. In addition, every Metrofuser customer has a dedicated customer service rep. “That’s distinctive about us,” says DeMuth. Also distinctive is an online knowledge base,laserprinterhelp.net, that is constantly upgraded with new information. Last year Metrofuser introduced TekSuite, an app for Apple and Android devices. The TekSuite app was built for professional printer service technicians that repair HP and Lexmark laser printers. It contains a knowledge base that techs can navigate through by printer model and by key words. It provides them with the Top 10 possible solutions to the problem. “The app was a major hit with both our current customers and prospects, too,” says Katz. “Nobody can have a technician who has the

knowledge base to fix every machine so we have a technical support department that can help them fix the machine and get the right part the first time around. We also help them troubleshoot a problem before they order a part. It’s not about us selling parts, it’s about solving the problem the first time around.”

Printer Remanufacturing Four years ago Metrofuser made the move into printer remanufacturing, which today represents one of its fastest-growing business segments. Recently, the company launched its MPSClass printers and is selling them under that brand. Those too are doing well. This was a major initiative for the company. “We used our knowledge from building parts and printers to select what we believe are the best models in their respective categories – color, monochrome and multifunction,” says DeMuth. “The printers are chosen based on a number of criteria and we feel our remanufactured models offer our dealers the best shot at maximum profitability in an MPS environment.”

some serious consideration. “We don’t compete with our customers,” says DeMuth. “There are a lot of companies who sell to the small office and the service company as well as the service company’s customers. We don’t and we’re exclusive in that way. We have blind drop shipping to protect the dealer. It’s rare nowadays. A lot of folks have crossed or blurred lines with their Websites and their sales folks. Our motto when we started the company was ‘always partnering, never competing’ and that remains the spirit that guides the decisions we make today.” “We are a hands-on company from technical support all

the way up to ownership,” adds Katz. “Keeping an open line of communication with the people who trust in our products allows us to make quicker decisions. When you obsess about delivering superior quality and service like we do, it’s essential to make every resource available to your customers. That’s becoming more and more unique amongst our competition.”✦ Contact Info: Metrofuser 263 Cox St., Roselle, NJ 07203 www.metrofuser.com sales@metrofuser.com (888) FUSERS-1 (387-3771) (908) 245-2100 (Phone) (908) 245-2900 (Fax) 011-908-245-2100 (International)

Focusing on the Future

Looking ahead to 2015 expect Metrofuser to expand its current space in New Jersey, enabling it to increase capacity and foster growth. “We’ll continue to look for opportunities to find the unique and exclusive products out there,” adds DeMuth. “We’re always looking for the opportunity to finesse products or reengineer current products to make them even better than the original.” For dealers and resellers not currently doing business with Metrofuser, Katz and DeMuth make a compelling case for them to give Metrofuser We Saw It In ENX Magazine

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

February 2015 | www.enxmag.com

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Charles Lamb

Sales Management

Activity or Opportunity— That is the Question!

ne of the biggest struggles business owners continually share is trying to get an accurate sales forecast. There are so many important factors for forecasting accurately. Most owners simply haven’t thought deep enough around this, the most important process within their business.

Contributors to Inaccurate Forecasting

A strong disruptor for accurate forecasting continues to be weak or undisciplined prospecting practices. When a sales organization fails to generate enough opportunity, they often increase the intensity on the few deals they do have. That increased pressure can drive away some customers who don’t appreciate the focus. This almost always creates a lose-lose situation and obviously lowers your sales forecast accuracy. Without the proper sales activity your sales forecast will most likely be far from accurate. A 20% or below forecast accuracy is typically what I find when engaging a new sales organization. When I tell dealer principals this number, they always want to argue and claim that their forecast accuracy is much higher. When we lift the hood, I find that they are mostly quoting lease renewal forecast results and not sales overall. When you blend the two, or just look at net new business only, you will see what I mean.

The Lease Renewal Factor

Let’s look at the lease portfolio and renewal process a little deeper. Many sales leaders automatically throw their lease renewals

into the sales funnel and include them in their forecast. The assumption is that they’ll renew, JUST BECAUSE they’re an existing lease customer. Our research indicates that NO ONE automatically wins 100% of their lease portfolio and thus, this obviously creates a negative impact to your forecast accuracy, no matter how large or small. I continually find anywhere from ten to twenty-five percent of current lease customers leave and go with a competitor. You can argue the percentage, but whatever percentage you’re losing, it must be calculated into your forecast, accurately. If you’ll allow me to chase an off topic rabbit for a second, here’s a recommendation for driving better lease renewal forecast accuracy. In order to drive the highest forecast accuracy within your lease portfolio you should develop a “love them to renewal” team to focus on the leases with 18 months or less remaining. Back to the topic of this article; a disciplined sales team typically has a structure and an understanding around what is and isn’t forecastable. It’s easier

for them because the necessary definitions are in place and a more accurate forecast is the result. Without the proper instruction, sales reps will add many conversations and possibilities to your sales forecast that simply shouldn’t be in your funnel.

Defining Sales Opportunity

Let’s look deeper at my comment about “definition,” meaning that the sales team has been given clear and concise parameters around the birth of an opportunity and at what stage information changes from sales activity and approach to an actual sales opportunity that will move through your sales process. The chart on the next page shows the entire sales process including forecastable and non-forecastable concerns. The activity to the left of the red line is about the identification and qualification of your next sales opportunity. Very seldom would you include any concern from the left side of the red line in your forecast. However, many sales organizations DO include (in error) these unqualified concerns into their forecast and thus create a forecast that has little possibil-

Chasing Lease Renewals: Often lease renewal timing is left up to the sales team and there are no definitions around the proper approach and timing as to when a lease can be renewed. Today, it seems that the strategy for driving lease renewals can be as simple as a sales rep needs more sales or the buyout for their lease has dropped to a small enough number that they can roll the deal, nothing more. This is not good! If you build a proper “love them to renewal team” process, you can allow your leases to mature to a proper stage and then renew them, when it drives the maximum profit for your company and benefit for your client. Otherwise, the renewals are driven to fulfill quota or income requirements and typically drive way less profit and benefit. continued on page 40

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Activity or Opportunity

ity of coming true. Chasing unqualified concerns wastes valuable time and money and diverts attention from real sales opportunities. Nonetheless when I look into the sales forecasts of almost every dealership we engage, these unqualified concerns seem to hold up to 60% or more of their current forecast numbers. Steps on the left side of the red line are activity-based steps and should be devoted to the qualification process consisting of outreach efforts such as phone calls, introductory emails and follow-ups, all driving a value swap and discovery process to move those concerns to a qualified state. Once you’ve qualified a prospect, their needs and their willingness to engage your solutions and value, you can then advance your deal to the right side of the red line and through your sales process for forecasting. The illustration above is just an example of a total sales process and these specific steps may not fit your company. However, if you haven’t defined your sales process you need to do it right away. Remember, to assure the highest forecast accuracy your sales team must understand the play between activity and opportunities. Let’s take a closer look at 40

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the activity qualification process, which should be owned by your sales leader who is ultimately responsible for delivering a reliable forecast to you.

The Activity Qualification Process This process is not a quick conversation asking each rep, “What do you have coming in this month?” The responsibility to drive forecast belongs at the sales leader’s desk, which in some cases could be the owner. Sales reps should be taught both sides of the red line (First

Illustration) and not allowed to just stick deals into the forecast without proper vetting. This second illustration is completely devoted to the left side of the red line and as you can see, it consists of vigorous activities all focused on qualifying individual concerns to a Go/No Go decision point where some will be recycled back to follow up scheduling and some will advance to forecast. Remember, in order for a concern to move into the forecast, your vetting must come out with the view that it’s as good for you and your company as it is for your prospect or client. Keep activity, activity! Only move your concerns into your forecast when they’re qualified to do so. I strongly recommend the use of a CRM tool and that you don’t let your sales team blow that off. Your sales leader should be the master of your CRM and should push all communication regarding qualification and opportunity advancement through that tool. Creating an accurate forecast doesn’t just happen; reviewing activity every week at a scheduled mandatory sales meeting assures you that everyone’s aligned with your activity requirements and that they are producing prospects that ultimately feed your sales funnel and budget demands with a high accuracy. Some sales reps call this micro managing; I call it the methodology that produces an accurate forecast, and ultimately makes them a lot of money!✦

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Service Excellence Diamond Award Winner

Office Technology Service Excellence Award

Automated Business Products Raises the Bar on Service Excellence

DIAMOND LEVEL

t doesn’t take an advanced being a respected and valued degree or knowledge of rocket business partner to its clients. science to figure out why some Along with that is a commitment dealerships are more successful to delivering quality products and than others. Consider Automatpersonal and caring service to ed Business Products, one of customers. As Automated says on the leadits Website, ing office “Doing technology what is dealerships right for the in Salt Lake customer City, UT. is the only The current way we incarnation know...it’s of the comthe only pany began way you in 1999 after should current presaccept.” ident Lee The Christensen (from right) Lee Christensen, President; Todd key words Bennett, Director of Service; Mike Archer, CFO and two there are other partners acquired a small “customer” and “service” and 20-year old office technology when you put those together you dealership and changed its name have the foundation for ABP’s to Automated Business Products. success. Their customer service During the next 15 years the shines brightest in the technical dealership grew from a $1.2-milservice clients receive every sinlion dealership to a $16-million gle day. dealership. That’s not just a lot of talk either, because Automated is one of How’d they do that? a select group of dealerships in the country to earn BEI Services and Automated Business Products ENX magazine’s Office TechnoloSalt Lake City, UT gy Service Excellence Award. This www.abpweb.com new industry award recognizes serPresident: Lee Christensen vice excellence among document Director of Service: Todd Bennett imaging dealerships based on key Brands Serviced: Ricoh, HP, Kyocera, Canon, Fujitsu performance metrics. Territory Covered: Northern Utah “We’re recognizing dealers and Approximate Yearly Revenues for Dealership: $15-$20 million technicians whose service perforApproximate # of Customers Serviced: 4,000 mance meets, or exceeds, specific ABP’s Key areas of service excellence: and clear measurable goals for 1. A 46% improvement in call back percentages machine and technician perfor2. A 35% increase in first call efficiency mance,” observes Wes McArtor, 3. Average copies between calls is 31,092 on MFPs and 32,708 president of BEI Services. on HP products Some 250 companies submitted their data to BEI Services for A large portion of Automated’s analysis with only nine achieving success is the result of hiring the the highest level of efficiency best people in the industry, while within their service departments. 42

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Truth be told, the bar was set high. A significant amount of time was spent qualifying these dealerships by evaluating the data and verifying the numbers were accurate to ensure their service departments were performing as well as the numbers indicated. For Christensen, this award reflects the great job done by Automated’s Director of Service, Todd Bennett, and his team. With more than half their technicians winning individual awards, it’s no wonder this dealership is one of the top in the nation. The relationship between Christensen and Bennett goes back to their days at IKON and Bennett was Christensen’s first hire after acquiring Automated. “When Todd and I first started working together we took a look at IKON’s service model and evaluated it closely,” recalls Christensen. “But IKON focused on measuring parts cost more closely than they did labor effectiveness. We looked at that ratio and determined the labor component of our cost structure was much larger than the parts component so we decided we weren’t going to worry so much about parts usage. What we wanted to establish was a culture of call avoidance and a fix it right the first time approach in our service model.” As a result Automated focuses on total service calls, replacing parts before they fail versus waiting until something breaks. “We try to expand the volume of copies or prints between calls for any technology we service,” says Christensen. That’s what ultimately led ABP to adopt the BEI Services program. “Their tech compensation model was a nice fit for what we were continued on page 44

Automated Business Products Raises the Bar already trying to do internally and was the between calls are 31,092 on MFPs and answer to providing service excellence in 32,708 on HP products. our marketplace,” notes Christensen. “That is subjective and depends on The ability to compile, standardize, segment mixes in the field,” acknowledgand apply uniform error-correction has es Bennett. made a big difference at the dealership. Going by the numbers and BEI SerABP uses data exported directly from a vices’ grading criteria, the dealership’s large population of copier dealers’ service service techs score a solid A-, placing computers to monitor average service them among the top of their class. costs and identify which machines in the Bennett and Christensen are well field are exceeding the average cost. That aware that the dealership’s service deinformation helps identify where improve- partment is of excellent quality. “Receivments can be made and the projected ing a prestigious award unsolicited really savings generated by those improvements. solidifies that we truly are doing a great He appreciates having data on all job in service,” states Christensen. aspects of machine and technician per “The biggest improvement is our formance, including model and segment overall customer satisfaction,” beams performance, Bennett. “Most call-backs and of our techs are hold-for-parts very experiratios, part-life, enced; they copy volume understand performance, the program, and refurbished the benefits machine perforto them, the mance. customer and In the last sevthe company. en years, ABP’s They know that MIF, defined high producas “Machines tivity, quality Company management team. in Field”, has calls, and smart increased by 42 percent. “The number is parts usage equates to improved copsomewhat subjective,” he explains. “It does ies between calls. As a result techs are include machines that are billed locally but receiving good bonuses, customers are are out of our service area. We also have a receiving great service, and company number of HP’s under contract.” profits have improved.” He’s found the best way to evaluate That said, Bennett realizes there will MIF is by volume. “I track volume in a always be new technicians to train. “New more localized way, or volume generated techs are helped to assimilate into our culby techs touching machines,” he explains. ture and understand the BEI system that In October 2008, ABP’s techs were rewe manage.” It comes with the territory. sponsible for 30 million black & white copies “This is where we put a lot of our and 1.8 million color copies. As of November effort for improvement,” states Bennett. 2014, those numbers had grown to 35 million “We strive to improve the numbers when black & white and 7 million color. we identify an issue.” More importantly, ABP’s service de Implementing this program has been partment has been the foundation of the helpful, and from a service perspective company and they’ve got the numbers to it is in sync with what ABP strives to back that up. achieve. “My customers like my techs For example, in key service cateeven though they don’t see them a lot, gories’ call back percentages, ABP has which is my goal,” says Bennett. experienced a 46 percent improvement Automated has and continues to work as of November 2014. First call efficienhard to ensure the service it provides cy has been increased 35 percent while to customers on a daily basis is second ABP’s average hold for parts rate is 9 to none. That’s why a commitment to percent. Meanwhile, the average copies containing costs and labor expenses by

properly training techs and stocking them with the correct parts is top of mind within the dealership. Bennett’s ability to see what his costs are on specific models and understand what his costs are based on allows him to make informed decisions, which ultimately lead to greater customer satisfaction. Although some dealers have been able to reduce the number of techs in the field as a result of having all this data at their fingertips, his existing technician team has been able to handle additional workloads with the utmost efficiency even as ABP’s customer base grew. “I didn’t have to hire additional staff for a long time,” states Bennett, who just added an additional tech on January 1 to keep pace with the dealership’s growth in color output volume. Bennett reports that ABP’s techs are compensated for how well they perform their jobs, and as a result are as satisfied as their customers. “This model has changed the way we manage our people,” says Bennett. “Since we changed to this type of program, it’s more advantageous to them to have more clicks in that territory since it’s based on the volume of each machine.” Plus Automated has become adept at identifying problem machines sooner rather than later. “Whenever problems come up, sales reps and techs are getting in front of customers a lot faster than ever before,” states Bennett. It’s all about being proactive, which leads to greater customer satisfaction, even though the data allowing for the improvements are transparent to the customer. “The most noticeable thing for our customers is they’re not seeing us as often,” states Bennett. “Service response is the first thing many potential customers ask about. How fast are you going to be here? Since having access to this data I can’t remember the last time a customer asked about our response time.” Still, it’s one thing to have all this information; it’s another to act on it. “This information helps us understand what ‘good’ looks like,” adds Christensen. “We can tell what good looks like on a specific machine model because we’re going by information from a database that is tracking similar machines from all over continued on page 46

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Automated Business Products the country. The data lets us know what to expect from them as far as copies between calls. In addition it allows us to understand what ‘good’ looks like from the standpoint of technician performance. Now instead of looking at technician performance from a call completed standpoint, we can analyze their performance from a qualitative standpoint, which is in my opinion much more accurate.” Both Christensen and Bennett are excited about being recognized as a Diamond Office Technology Service Excellence Dealer. “It’s going to be exciting to tell my techs,” says Bennett. “Being recognized with this award really confirms how good our people are. I have an excellent staff.” This recognition is also something that Christensen and Bennett, as well as ABP’s sales organization, plan on sharing with customers along with how this access to service-related data enables the dealership to offer the highest levels of service. Indeed, Automated’s sales group and Bennett consistently talk about how ABP’s service department leverages data to improve its service levels. “This is a big deal,” states Bennett. “Once we start talking about copies between calls and how we do it, I get their attention.” Christensen concludes, “When it comes to differentiating ourselves in the marketplace, this is the way to do it.” ✦ – By Scott Cullen

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Managed IT

The Role of the MSP as Security Educator

T Dave Sobel Logic Now

he lack of a comprehensive IT department equipped to implement security protocols and keep employees up-to-date on the latest threats is common among many MSP (Managed Service Provider) customers. As a result, many breaches occur because an employee clicked on an infected link, or didn’t understand security risks and best practices. Inevitably, MSPs now find themselves in the security business, which raises questions around the responsibility of MSPs to create awareness and provide education around security best practices to their customers. To better understand how MSPs can add value to their Managed Services offerings with security, I spoke with Dave Sobel of LogicNow where he is MAXfocus’s Director of Partner Community. (MAXfocus is a MSP platform with more than 10,000 monthly subscription customers in more than 100 countries.) Sobel is an expert at identifying business opportunities and shared his thoughts on how MSPs can turn security into a recurring revenue stream, including leveraging their role as a security educator.

reminder, security is not a checkbox that you buy. I can’t sell you a SKU that automatically makes you secure. I wish I can bundle it up as a product and sell it to everybody, but it doesn’t work that way. It is a service because it is not only an initial set of workflows, but ongoing maintenance around that. And it’s done as an ongoing risk management and process management exercise. For example, a lot of the things we look at from a security perspective. From a SMB and MSP perspective, there are a lot of different ways to go about this and small businesses need to combine a couple of different things. Combining malware management with proper patch management and perimeter security like e-mail, with managing users to make sure they’re using things like Web protection and not going to [questionable] Websites. Couple those technical services with the ability to provide policy management and help customers make sure they have ‘use’ policies for all the various technologies—all of those different pieces combined are managed security.

Is Managed Security something from a channel perspective that MSPs and dealers getting into Managed Services should be looking at as a way to make money among their menu of services?

SOBEL: You can sell it as an

SOBEL: The answer is definitely

yes. Managed security is a big opportunity. Thinking of this from a 2015 perspective, it’s a big deal. Whenever I talk about security I always start with a 48

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So you view security as a separate offering? independent offering, but it works well rolled into the overall infrastructure offering and managing all the components of an environment. We also offer user support and all of the other components that go into running a network, and security is also covered with disaster recovery and backup management both onsite and onto the cloud.

Are small businesses in tune with this, meaning do they understand they need to think about security and it’s something they should be spending money on? SOBEL: They do, especially the

more you start talking about compliance issues and legal requirements. If they take credit cards, at a minimum users should be PCI compliant. My advice is to make it practical to your customers. It’s not going in and saying ‘I’m going to make everything secure.’ Talk about why it affects their business and what you need to do that’s relevant to them for their markets.

As far as educating the channel, how do you do that as far as getting them to understand what to look for and how to best present managed security? SOBEL: We do that in different

ways. We have a set of products that can help them do that. More importantly, we help by making sure they understand how to put it all together into an actual service. We offer online education, including videos and white papers. We also provide training at our conferences. We visit other communities we’re involved with like CompTIA and their security community. There’s lots of different ways we bundle this all together to make sure we’re providing the education to help these guys understand exactly how to take it to market.

When you were referring to products earlier, can you give me a couple of examples of what you meant by that in this context? continued on page 50

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MSP as Security Educator SOBEL: We have various software

solutions that when combined do a nice job of delivering what an SMB needs for managed security. Remote management, patch management, MaxMail for mail security, and a Web protection utility built into MAXRM.

From a channel perspective on the education side, do you need to be proactive about educating your MSP customers or are they coming to you, especially since education is essential for them to be successful at selling managed security? SOBEL: We do this as required as part

of our obligation to deliver the software. Some solutions providers, the best in class guys, it comes naturally to them and it comes to them quickly; others need more hand holding, so we invest heavily to make sure they have the resources to do that, including having a security expert like Ian on our team.

Is that something that sets you apart from your competitors? SOBEL: I think so and that’s one of the

reasons I work at MAXfocus. I was a former Managed Services provider for about 10 years and ran my own firm in DC. Everyone on my community team has a channel background. We have a team of four customer-based people who have nearly 60 years of combined experience in the channel.

Is there anything that you know now from a security standpoint since joining MAXfocus that you wish you knew back when you were an MSP? SOBEL: The fact that there are so many

tools that can be combined into a service. The piece that’s most obvious to me now is the real value of the scale of integration, having everything integrated into a single platform. That has compelling value. When I first started offering Managed Services about 15 years ago it took a lot of work to combine this all together and a lot of product components that the MSP had to do. Now it’s straightforward to put this all together and offer a compelling service. The other thing that’s interesting is there’s been so much thought and investment going on in secu-

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rity, particularly when you combine what we’re doing from an education perspective with resources like CompTIA. As solutions providers become educated, it’s just a small investment of time on their part.

Are there certain questions that MSPs need to be prepared to answer when they’re out there marketing your products? SOBEL: Number one is measuring busi-

ness outcomes. That more than anything is the area where you need to be prepared. Your customers are going to want to measure success based on business outcomes more than technical delivery.

Why do you think it’s difficult for some of them to figure that out? SOBEL: Many solutions providers come

from a technical background and the business skills come as they’ve grown their business. That’s one of the areas we’ve invested in by building a Community Team to help on the business side of things.

What other ways are you helping them grow that we haven’t discussed in our conversation so far? SOBEL: We’ve been putting a lot of time

time and showing what the downtime costs the business and where the cost of downtime can be mitigated, as well as helping them understand the end customer’s business and cost of operation and security, and helping maintain that.

and effort into white papers and sales playbooks, which are strategies for sales engagement that solutions providers can take and help bundle solutions. We’ve got one coming out around Managed Security for example that takes a lot of the things we’ve been doing from a security perspective and helps them bundle it together in a service. We show them how to sell that service and position it, how to overcome objections, and what the market is looking for.

Anything above and beyond that someone from the channel should be prepared to answer?

If I were a Managed Services provider reading this, I’d get serious about security if I wasn’t already.

How do you prepare yourself to answer that question? SOBEL: By measuring things like down-

SOBEL: The other area is making it

relate to the end customers’ market. If you’re focusing on medical, financial, manufacturing, or retail, understand what those customers’ specific business needs are and apply the technology to that. For example, understanding the difference between PCI compliance and HIPPA compliance. The good news is that vendors like MAXfocus have invested in resources to make sure that a solutions provider is well educated.

As far as your existing partners are there certain areas where you see them consistently falter and where there is room for improvement? SOBEL: The best solutions providers

SOBEL: Managed security opens up a

lot of doors for a solutions provider to continue to position themselves as the outsourced CIO. There’s angles around being the compliance officer, there’s angles around helping them manage their business needs, and I would be continually elevating my conversation because we’re the best solutions providers. That’s what the data tells me. I implore everyone to look at Managed Security from the position of how can I become the CIO, how can I be the chief compliance officer, how can I help with these business challenges, and how can I use technology to deliver them? – By Scott Cullen

are the ones that master the ability to understand the cost of delivery and base their models around that. One of the areas we’re working to help our solutions providers across the board on is understanding what it takes for them to deliver a particular service. How are they making money? We Saw It In ENX Magazine

Dealer Spotlight

Bob Maxwell and Becky Offutt of KOMAX on How to Build a Successful Dealership

ne of the top office technology dealerships in West Virginia is KOMAX Business Systems in South Charleston. The company, founded in 1999 by co-owners Bob Maxwell and Becky Offutt, markets Konica Minolta and Muratec as well as KIP and Canon wide-format printers. The dealership is also doing a booming business in MPS. I’ve been familiar with KOMAX for years thanks in large part to its frequent selection as an Elite Dealer, however, this was the first opportunity I had Bob Maxwell and Becky Offutt to interview Becky and Komax Co-Owners Bob. Their thoughts on their dealership, the industry, and the reasons for their success made for an interesting conversation.

How’s Business? OFFUTT: Good, we’re on target

to have our best year ever in 2014. We’re looking at about 15 percent growth.

What segments of the business are doing well for you right now? OFFUTT: Production print and

government sales. We’ve had about 20 percent growth in production print in 2014 and look for that to continue to grow.

What are you doing right with production print and what are you doing right with government sales? OFFUTT: We’ve been fortunate

enough to have landed the sole

source contract with the State of West Virginia for all of their digital copiers across the state. That explains our growth in government sales. As far as production print we’ve placed an emphasis on production print education on the sales and technical side of our business. We have two sales reps trained and certified and at least four of our technicians have received additional production print training this year. We have a great technical support group, our sales group is clearly more educated and we are meeting those production print opportunities head on and having great success.

What’s been the biggest challenge of selling production print? MAXWELL: It’s a different

mindset taking care of production print customers. You have to be able to respond quickly. Customers can’t afford to be down and we had to make the commitment internally to have the technicians trained and available to respond in that manner. In our geographic area the biggest challenge beyond that is there just aren’t as many production opportunities as there might be in bigger marketplaces. We’ve differentiated ourselves from the competition because we take good care of the customers and the word spreads on that.

Where are you finding the opportunities for production print?

and education—colleges and universities.

You’ve been doing MPS, what you brand as “Optimized Print Services,” for a few years now, what’s the one thing you know now about MPS that you wish you knew when you first started offering it? OFFUTT: We’ve been doing MPS

for about five years and honestly when we entered the MPS market we anticipated it would be a little easier than it really is. MPS is more complicated than a lot of what we sell because it requires a buy in from more departments, from IT to the CFO. Getting those important people in an organization together at the same time to make a presentation is sometimes challenging. On the other hand once you get them together it usually results in a long-term commitment and leads to other opportunities. There’s another side of MPS sales that’s been challenging and that’s the supplies fulfillment side. We found that the existing software that was available wasn’t good enough so we developed our own software to supplement the information we’re getting. We’ve taken that to a whole new level with the ability to project an actual date to empty so we are managing that supplies fulfillment better. We actually see a growth in our MPS sales.

MAXWEL: It’s spread out

As far as creating your own software in house did you start seeing immediate results upon implementation of the software?

between commercial printers

OFFUTT: Yes. In the beginning

continued on page 54 52

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KOMAX: How to Build a Successful Dealership we were sending toner out when it wasn’t needed and missing some things. Implementing our own software has made a big difference in supplies fulfillment.

Your primary vendors are Konica Minolta and Muratec, why are they a good fit for KOMAX?

OFFUTT: We don’t know if we’ve ever

OFFUTT: We have a long history with

How would you describe your customers?

Konica Minolta back to the days when it was just Konica. The Bizhub products are reliable, user friendly, and the fact that Konica Minolta has won Buyers Lab Product Line of the Year says a lot about the product. We have customers who love the Bizhubs. Muratec fills the space that Konica Minolta does not. We get great support from both companies and we feel that gives us the depth we need.

doubted we would make it, at the same time we’re also competitive and never want to be satisfied or so full of ourselves where we feel we’ve got to that plateau of success. When we meet with our employees we always try to impress upon them there are always competitors out there trying to take our customers and beat us out of business so we always have to be on our A game each and every day. We’re fortunate to be where we are and we worked hard to get here, but we don’t take it for granted.

MAXWELL: It’s a combination of small

and midsize businesses and as Becky says, we’re the sole source for the State of West Virginia. We have about 5,000 customers with an emphasis on legal, healthcare, and education vertical markets.

Who are your biggest competitors, other independent dealers or manufacturer direct branches? MAXWELL: It’s almost all independent

dealers. Ricoh is a tough competitor and has a branch and Konica Minolta has a small branch office. Those are the only two direct branches we have to deal with.

Do you have any plans to get into Managed Services? MAXWELL: We’re trying to. We’ve sent

some people for training. Hopefully we learned a lesson when we started with the Optimized Print Services to apply here. You need the infrastructure in place to offer these types of services. There’s a stream of revenue out there we think we can go after, but we have to do it responsibly. Customers trust you and we have fortunately built a good reputation on taking care of them, but we have to have the infrastructure in place. We’re working towards that and that’s one of our goals to grow into in 2015.

Are there any other products, solutions or services you’re looking at taking on? OFFUTT: We’re intrigued by 3D printing.

We believe there is a good market here in West Virginia with our manufacturing and mining customers.

That Konica Minolta connection should certainly help there, especially since they have that partnership with 3D Systems. MAXWELL: We’re looking forward

to going to the Konica Minolta dealer meeting [in February] and seeing that. They’ve told us they’ll have some additional products we’ll be able to see so we’re excited about that. 54

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How long have you been selling KIP and Canon wide format? MAXWELL: We have been selling the

Canon for about five years and the KIP for 10 or more. We were a KIP dealer before they had their arrangement with Konica Minolta. That’s another area we feel we can do better with, particularly in our state. The big thing is the natural gas industry, which is booming and we’re seeing an uptick with wide format for that industry. OFFUTT: We also focused on education

in that area this past year.

2015 will mark your 15th year in business, have you met the objectives you set out when you first started? MAXWELL: I think so. When we first

opened, there were two reasons why we left a big corporation, Danka, and opened up our own dealership. We felt that the big corporation forgot what it was that made them so successful, and that was their employees. Likewise, we couldn’t make the commitment to our customers and know that it was going to be supported. We felt we could do it better. Becky and I had both worked previously for an independent dealer so we had seen both sides of it and we felt we could open our own business here and make it a place that people could look forward to coming to work and make a difference with our customers. They could grow their career here and we do a great job of taking care of the customer when we have the right people in house.

When did you first realize the business was going to make it?

stopped thinking about making it. MAXWELL: I don’t think we ever

What’s the biggest difference between the KOMAX of today and the KOMAX of 1999? OFFUTT: The biggest difference is

we have over 5,000 customers today and we had zero when we started in 1999. Another big difference is that our customers are more educated. The Internet has changed everybody’s business. There’s so much information available to our customers we have to be more informed about what our competition is doing. It’s easier to do research these days and we’ve been proactive in that area to make sure we’re well educated.

What’s the best part of running an office technology dealership? OFFUTT: Changing technology. It’s

exciting to see over the course of 20+ years the new products and the new capabilities of those products that become available to us. It’s an exciting business. MAXWELL: I agree, the technology has

changed and that’s the biggest difference by far. Not only has it changed what our customer’s expectations and needs are as well as what the manufacturers are producing and capable of compared to when we first opened.

What’s the least favorite thing about running a dealership? OFFUTT: The changing technology is

the best part and least favorite part. Technology changes and the products and solutions we sell change so rapidly it’s hard work to keep current with those continued on page 56

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KOMAX: How to Build a Successful Dealership changing technologies to make sure we’ve got the right people in place to work with them.

What would you say is your proudest accomplishment of the past 15 years? MAXWELL: When we first

opened our company and were recruiting employees, we asked people to take a leap of faith to leave the jobs they were in and come to work at KOMAX. The fact we’ve been able to provide a stable and positive work environment, and growing a successful company that makes me proud. We started with four employees, now we’re close to 50 and those people have a career here. We have little turnover. It’s a good place to work, a family atmosphere. The other part I’m proud of is that customers

depend on us and they rely on us, and most important of all, they’re confident when dealing with us that we’re going to take care of them and do the right things.

met my family that I didn’t even know I had.

And when you’re not working, what do you do for fun?

continue to grow our business in a responsible way. We’re going to do that by getting better with our Optimized Print Services, by getting serious about implementing

MAXWELL: I’m a big sports

fan, I love all sports, I love to play golf—I’m terrible at it— and I love to go to the beach with my family. OFFUTT: Spending time with

my family and also getting away from my family and traveling. I like to travel. I was lucky enough to go on Konica Minolta’s dealer trip to South Africa last January. That was awesome. Italy is my favorite place. I have family there. I discovered that by doing some genealogy research and went to visit them two years ago and

What are your expectations for the business in 2015? MAXWELL: We have to

the Managed IT Services, and we’re going to see what we can do with 3D printing. Plus I think we can still grow more in production print and potential growth for us in different geographic areas of the state we’re not as strong in. We feel confident about the future and expect to have another successful year. ✦ – By Scott Cullen

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Exit Strategy Part 2 of 3

The 10 Biggest Mistakes Business Sellers Make

n last month’s article, we looked at the first three of the “10 Biggest Mistakes Business Sellers Make” when selling their business. This month, I present you with mistakes #4 to #6 in the second installment of this three part series.

Mistake #4: Selling the Wrong Thing (or not knowing what you’re really selling) Most business owners do not clearly understand why acquirers may be interested in their businesses. Or, more often, sellers think they know why buyers are interested but are mistaken in their thought process. Recently, we were engaged by a selling client to sell their technology business. Our client was certain buyers would be interested in acquiring the company because of its outstanding technology and intellectual property. Our client insisted on emphasizing these attributes in our marketing materials and discussions. End of the day, the acquirer who bought the business did so not for the technology nor IP but, rather, for our client’s customer base and sales/marketing team. Had our client allowed us to emphasize all of the attributes of the company, we may have been able to garner a better deal for them. While we generally have a good idea of why buyers might be interested, our clients are often very surprised at the factors motivating a buyer to acquire their businesses. For this

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reason alone, we like our clients to emphasize all positive…and negative… aspects of their business when speaking to potential acquirers.

Mistake #5: Not Knowing the Right Type of Buyer for Your Business I live and work in Omaha, home of the Oracle, Warren Buffett. I firmly believe it is the new American Dream for business owners to sell their businesses to Buffett and Berkshire Hathaway. When I got into the M&A business 25 years ago, the “dream” then was to sell to a foreign buyer who would seemingly overpay for just about any type of company. Sadly, rarely is Buffett or a foreign buyer the right one for your business. We spend a great deal of time with our clients helping them understand who will be the right type of buyer for their company. We don’t emphasize specific buyers, but types of buyers. For example, we were working with the owner of a multi-location equipment dealership which spanned several states. The owner, who had built the business up over 35 years, wanted to sell the company to an individual since, as he always reminded me, “My predecessor who sold me the business gave me a chance, I want to do the same thing for my successor.” The problem was the business was of such a size that unless he wanted to sell it piecemeal, it

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was too large for any individual owner/operator to acquire. Ultimately, we sold the business to a strategic acquirer. It seems as though every business owner has met someone at a tradeshow who says, “When you get ready to retire, call us, we’d like to buy your company.” The number of times this supposed interested party is willing to make a fair offer, let alone an offer at all, is very rare indeed. Sellers of businesses must keep their radar sharp as to all the potential types of acquirers for their businesses. Many owners think they want to sell to a private equity group, but as we discussed in a previous article, not all businesses are good fits for PE buyers. End of the day, if you as a business owner do not have a clear picture of your own exit strategy and goals, you are more likely to make a mistake in choosing the right type of buyer for your business.

Mistake #6: No Clear Vision for Growth One of the most confounding questions for our clients is: what do you think will happen in your business over the next two to three years? The typical response is either, “I don’t have a crystal ball, how should I know,” or, even more often, “Our customers don’t tell us what they’re doing so how should I know.” Unfortunately, neither of these responses is helpful for

owners trying to sell a business. The fundamental mistake business owners make is: Business owners sell the past and explain the future. Business buyers need the past explained and must be sold on the future. If you cannot sell a buyer on the future of your business, you will either fail in the sale or leave money on the table. However, selling a buyer on the future is more than just saying, “If we had more money to run the business, we could grow faster.” The business owner who can articulate a definitive plan for the growth and development of his/her business will always be in high demand for any buyer. Recently, we represented a company for sale who is a distributor of imaging supplies. Our client had grown the business to the point where they decided they wanted to sell to a private equity

group in order to continue the company’s rapid growth and development. Working together, we were able to put forth a growth plan which outlined the company’s two main growth strategies, as well as several ancillary ideas which could be implemented depending upon the buyer’s own preferences. We had market research and data to back up the growth plans. While we presented buyers with a broad outline of how big the company could grow, we did not include detailed pro-forma financial statements since we believed this could only get our client and us into trouble if specific plans were not met. We did, however, work with the buyer to help them finalize the pro-forma statement they needed to prepare for their lender. End of the day, we received five offers from highly motivated buyers and ended up with a deal which was above our initial valuation expectations with a buyer who has been a perfect partner for our

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client. All of the buyers said the same thing: they were essentially investing in our client’s growth plan, a plan which they said was well conceived, clear, concise, and backed by facts and data. If you are able to explain to a buyer how you got to where you are today (explain the past) and show the buyer how the company can continue to grow and develop (sell the future), you will be rewarded handsomely for your efforts. Those are mistakes 4 to 6 of our 10 Biggest Mistakes Sellers Make When Selling Their Businesses. Next month, we’ll finish with our last four of the 10 Biggest Mistakes.✦

February 2015 | www.enxmag.com

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Sand Sinclair

Industry Event

Empowering Dealers: ITEX Expo 2015

he annual ITEX Expo & Conference is one of the most focused and credible venues to deliver the latest tools, strategies, education and industry information to those in the office, imaging, and IT channels. Each year ITEX spotlights a power house exhibit floor, power hour education tracks, and powerful workshops to yes, empower attendees. Sharing a spectrum of information on new and evolving product technology, advances in integrated workflow and document management solutions, managed print services, cloud, IT and managed services, along with new strategies for sales, supplies, business model planning and more, ITEX and noteworthy experts arm industry professionals with “implementable how to” methods to achieve greater profits and success. Today’s business owners, C-level executives, company management and dedicated staffs can look to ITEX 2015 to “Power Up!” their company profits. Held in sunny South Florida, a sought out destination in early March, ITEX rocks

the Broward County Convention Center in downtown Ft. Lauderdale from March 10 to 12. The convenient location is near the ocean, airport, hotels, restaurants, sightseeing and recreation. If you’re wondering “What now?” when it comes to advancing your business, dealers and professionals will find the best answers and strategies in dozens of Power Hour sessions to help them stay ahead of the encroaching competition. An array of leading presenters will help to empower dealers with an actionable game plan for 2015 and beyond. ITEX

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www.enxmag.com | February 2015

offers dedicated tracks to specifically teach you how to leverage a myriad of business solutions. From navigating the complex sale to developing new partnerships, to reinventing a better business model to adopting a new product platform, you will be empowered with the latest knowledge needed to advance. If you’re looking to deep dive for real immersion on diversification and / or IT business planning, consider one of two half-day “forerunner” Executive Workshops which are available on March 10. These will help those providers who are choosing a path to diversify by either having a stronger “Focus” on new areas of print, or choosing to “Pivot” into new and diverse areas outside of the print industry (with some doing a combination of both). Going down these paths can be initially challenging as there are a myriad of questions, including those on costs, investments, risks, staffing, outsourcing, partnering, products and new services to consider, while the opportunities to add big value, growth and revenue from adopting these solutions can be immense, if done correctly. The Executive Workshops include “Mapping the Next Business Model: Channel Diversification” presented by leading analysts from InfoTrends along with a selected dealer panel that includes Gordon Flesch Company and CBI, among others; and a CompTIA-led workshop: “Gaining Business Agility to Adapt, Strengthen, Transform [your business]” with a focus on operational efficiency, financial planning, and a “solutions playbook.” Presenters will help you gain a better understanding of IT market dynamics, how to evaluate market developments, and how they affect your business strategy. In addition, a half-day Strategic Sales Workshop sponsored by ITEX and GreatAmerica Financial Services, led by veteran Paul Dippell, CEO, Service Leadership, will be held on March 12, entitled “Light a Fire under Your Managed IT Sales” at the 2015 event.

Leading OEMs featured in the exhibit hall at ITEX include Epson America, Inc., Fujitsu Computer Products of America, Inc., Hewlett-Packard Company, Inc., Lexmark, Sindoh, and OKI Data Americas, which join the impressive ranks of over a hundred best-in-class distributors, vendors, and technology providers such as AppRiver, Papercut Software International, Newfield IT, LogicNow, Ingram Micro, Laserfiche, and Continuum, among many others. The event is also supported by Platinum Sponsors Digitek Computer Products, DocuWare, ECi Software Solutions, MSE and OKI Data Americas, as well as Gold Sponsors General Plastic Industrial Co., GreatAmerica Financial Services, Image Star, PHSI Pure Water Technology, Square 9 Softworks, and Supplies Network. This year, ITEX will deliver a Keynote Address through Lawrence M. Walsh, CEO & Chief Analyst of The 2112 Group, entitled “Building Better Businesses in a Dynamic Channel.” Says Walsh, “Dealers, resellers, and service providers that invest not just in technology but more and more so in business value and performance will be well-positioned for the future.” We all know that the office channel is being challenged through emerging technologies and advancing competition, and a change in how clients conduct their business today. ITEX wants you to have the necessary tools to carry out your business mission – that of capitalizing on what the multi-billion dollar office industry has to offer. Join us at the channel’s premier event for the intersection of cutting-edge technologies, education and networking opportunities where ITEX attendees will learn how to leverage, manage and build business solutions. The industry’s annual homecoming – ITEX Expo – continues to bring together dealers, resellers, distributors, VARs, MSPs, vendors, OEMs and associations to network, learn, partner, and power up for success. Naturally, we hope to see you at the show in March! ✦

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H TIP TECH TECH TIP TIP

Equipment Management BTA Mid-America Conference May 7-8, 2015 Feb 22-24, 2015/Miami, FL Minneapolis, MN www.elfaonline.org www.bta.org

CP3525, HP HP CP3525, CP3525, CM3530, CM3530, CM3530, M551, M551, M551, M575 M575 M575

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PTION: DESCRIPTION: DESCRIPTION: ots upPrinter Printer to 59.F0 boots boots Error up upand to to59.F0 59.F0 is unable Error Error toand and print. isisunable This unableto toprint. print.This This may bebehavior behavior caused by may may one be beof caused caused the following by byone oneof of three the thefollowing condifollowingthree threecondiconditions: tions: er belt1.1. is Transfer locked Transfer upbelt belt andisiscannot locked lockedrotate. up upand andcannot cannotrotate. rotate. SR172.2.(primary Sensor SensorSR17 transfer-roller-disengagement) SR17(primary (primarytransfer-roller-disengagement) transfer-roller-disengagement) is bad. isisbad. bad. ged or3.3. broken Damaged Damaged fuser or drive orbroken broken gear.fuser fuser Typically, drive drivegear. agear. grinding Typically, Typically, or aagrinding grindingor or g noise will clicking clicking be heard noise noise during will willbe be boot heard heard up. during duringboot bootup. up.

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Fuser Drive Assembly

Remove excessive GREASE from white gears. Leave only a very light coating on the teeth of white gears

DESCRIPTION: The black gears on the fuser drive assembly are impregnated with specialized lubrication by design. The grease which is applied to the white gears of the drive assembly is not compatible with the impregnated lubrication and will cause the materials of the impregnated gears to break down.

SOLUTION: Replacement of the Fuser Drive Assembly (RM1-2963-040CN) will be the solution to the fuser drive grinding noise, however, for the short term until new stock is made available, there will be the need to inspect the new Fuser Drive Assembly for any grease that may have transferred to the black gears. If found, clean the black gears and adjacent white gear of any grease before installation. If after cleaning and installing the new Fuser Drive Assembly there is still a portion of the grinding noise it may be necessary to also replace the fuser assembly. We Saw It In ENX Magazine

Clean off ANY grease from the surface/teeth of the Two (2) black gears.

This Tech Tip is contributed by Laser Pros (www.laserpros.com). Email any questions to marketing@laserpros.com.

February 2015 | www.enxmag.com

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Britt Horvat

Technical Tips

AAA (Article about Acronyms) Xerox’s Language of Choice

find it hard to believe that it was 2002 when the first AAA “Article about Acronyms” was published in ENX Magazine! Thirteen years…wow. Amazingly most of the acronyms mentioned in that article are still in play today. Xerox and other manufacturers have had thirteen long glorious years to create hundreds of new acronyms for us all to scratch our heads over. I figured it’s high time we return to the subject. It’s time to stop guessing and actually figure out what some of these things stand for. First off, I should acknowledge that, in all fairness, the acronym in the title of this article “AAA” was already taken, and I don’t mean by the Automobile Association of America. Xerox has its own idea about what AAA means: “Authentication, Authorization, and Accounting”—try that one on for size. You can find acronyms right from the start, in the names of the machine models. It’s now pretty well known that ‘WC’ in front of a model number is short for “WorkCentre,” ‘WCP’ is for “WorkCentre Pro,” and ‘CC’ is for “CopyCentre.” Then there are some which are preceded by ‘DC’ which meant “DocumentCentre” on many models, although nowadays it usually refers to “DocuColor.” Also there are a few models which are ‘DCP’ models (Digital Color Press). The acronyms certainly don’t end there. Equipment and parts are plagued with acronyms. For example, an ‘SE’ (Service Engineer) or technician, who is equipped with a ‘PWS’ (Portable Work Station) has a clear advantage over other techs. A PWS is a laptop computer which has special software on it to interface with many of the Xerox copier and printer models. Fortunately the PWS is not as necessary as it once was. It is still useful for updating firmware and such, but the days of not being able to get into diagnostics without one are gone (thank goodness for that). 68

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www.enxmag.com | February 2015

For most newer models, a majority of the diagnostic functions can be accessed from the ‘UI’ (User Interface or control panel). If you have a drum cartridge, ‘IU’ (Imaging Unit), or ‘CRU’ (Customer Replaceable Unit) which has run its full yield, you’ll want to pick up a ‘CRUM’ (Customer Replaceable Unit Monitor) to reset the drum count and extend the yield of the cartridge. One thing which has changed a bit over the years are the various market regions which Xerox occasionally redefines. A few regional acronyms which are relatively new include ‘MX’ for “Modi Xerox” (India), ‘XAP’ for “Xerox Asia Pacific,” and ‘XMEX’ for “Xerox Mexico.” Perhaps the most confusing market designation is the one called ‘DMO’ (Developing Market Operations) which seems to have constantly shifting borders. For some series of machines, this region is broken down further into East and West (DMO-E & DMO-W). The European market used to be called ‘RX’ for “Rank Xerox,” but today that region is instead called ‘XE’ for “Xerox Europe,” or ‘ESG’ for “European Service Group.” In Europe the laws call for excluding some known hazardous materials from machines and parts. Parts which follow these rules are said to be ‘ROHS’ compliant (Restriction of Hazardous Substances). It’s amazing how many acronyms can be found in the text of a service manual which are not defined in the glossary of terms. This glossary is usually found in section 6, “GP,” (General Procedures) in the service manuals. I guess if every acronym were listed, the books would have to be quite a bit longer. LOL (Laugh Out Loud). Ok, I did not need to tell you what LOL meant, did I? I did eventually find most of the acronyms I was curious about by going through the glossaries of several service manuals. Where are acronyms really at home? Computer and IT (Integrated Technology) fields need these because often the names of processes and protocols are very long

and cumbersome. Besides, folks get to learn the acronyms as if they are words of their own. For example ‘PING’ means “Packet Internet Groper,” but almost anyone even the least bit involved with setting up a computer network will know what it means to “try pinging the controller.” Another example would be TCP / IP, which sounds a lot more graceful than saying “Transmission Control Protocol / Internet Protocol.” I guess I get it. I also can see why someone texting a friend might shorten things to well known acronyms (like that LOL and LMAO). Beyond that, acronyms are a bit of a nuisance and a way to communicate to a select group of people who have been trained to know what you’re talking about. Check this list out. Here are about 50 acronym meanings sifted out of a much longer list that I personally found to be the most enlightening.

ACRONYM LIST: Acronym: Meaning: 3TM A/P AAA ADC AGC ASP ATC BCR BTR BUR CCD CIS CRU CRUM CWIS DIMM EA FEK FID

We Saw It In ENX Magazine

Three Tray Module Advanced/Professional (Finishers) Authentication, Authorization and Accounting Automatic Density Control Automatic Gain Control Authorized Service Provider Automatic Toner Concentration Bias Charge Roller Bias Transfer Roll Back up Roll Charged Coupled Device (Photoelectric Converter) Contact Image Sensor Customer Replaceable Unit Customer Replaceable Unit Memory CentreWare Internet Services Dual In-line Memory Module Emulsion Aggregation (Toner) Feature Enablement Key Foreign Interface Device continued on page 70

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AAA (Article about Acronyms) GDI HGEA IBT IIT IOT ISIL LPH MCU MOB MSOK

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Graphical Display Interface High-Grade Emulsion Aggregation (Toner) Intermediate Belt Transfer Image Input Terminal - the Scanner/CCD portion of the machine Image Output Terminal - the printing engine portion of a machine Inter and Side Image Lamp LED Print Head Machine Control Unit (Engine Control Board) Marks On Belt Master System Option Key

www.enxmag.com | February 2015

NASG-N NASG-S NOHAD OCT OEM PEK POPO PWB PWS PJ

North American Solutions Group (equivalent to XCI) North American Solutions Group (equivalent to USCO) Noise, Ozone, Heat, Airflow and Dust Offset Catch Tray Original Equipment Manufacturer Product Enablement Key Power Off Power On Printed Wiring Board (can be a logic board, does not necessarily mean “power board” as folks often think) Portable Workstation for Service Plug Jack (Electrical Connections)

Regi-Con ROHS SBC SCT SPP SOK STM TTM UI

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I think that about covers the subject! I hope I didn’t miss any really good ones. Have a great month everyone! I hope 2015 is treating all of you really well.✦

We Saw It In ENX Magazine

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February 2015 | www.enxmag.com

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www.enxmag.com | February 2015

We Saw It In ENX Magazine

February 2015 | www.enxmag.com

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We Saw It In ENX Magazine

February 2015 | www.enxmag.com

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www.enxmag.com | February 2015

We Saw It In ENX Magazine

February 2015 | www.enxmag.com

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