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West Coast (424) 675-3300 East Coast (631) 590-1040 sales@uninetimaging.com
www.uninetimaging.com © 2013 UniNet Imaging Inc. All trademark names and artworks are property of their respective owners. Brand names mentioned are intended to show compatibility only.
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Minolta BizHub c203/253/353's Starting at $599/$699/$799
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www.enxmag.com l June 2013
We Saw It In ENX Magazine
We Saw It In ENX Magazine
June 2013 l www.enxmag.com
l
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e n x
IN THIS ISSUE
ENX Staff
IN THIS ISSUE
• Business Profile OverstockPartsNetwork.com
Page 26
Contributors
• How to Successfully Negotiate with a Supplies Partner by Scott Cullen Page 20
Susan Neimes Publisher & Editor
• Catching up with Ed McLaughlin: Beyond Sharp by Susan Neimes
Page 30
• State of the Laser Parts Industry by Christina Kim
Page 34
Scott Cullen Contributing Editor
• A Conversation with Greg Gondek, President of Advanced Copy Technologies by Scott Cullen Page 40 Ronelle Ingram Contributing Editor
Julia Gonzales Graphic Designer
Christina Kim
• Difference Makers by Gary Schwartz
Page 46
• Toshiba President and CEO Moves On by Andy Slawetsky
Page 48
• Everything Old is New Again by Ronelle Ingram
Page 50
• Xerox 7425 Style Fuser Modules - Part 2 by Britt Horvat
Page 62
• Printer Tech Tip by Laser Pros
Page 65
• Tech Help by Smarka!
Page 66
• Display Advertisers Index
Page 56
• Calendar of Industry Events
Page 60
engage ‘n exchange
Associate Editor
Gary Schwartz Strategy Development
Andy Slawetsky Industry Analysts
Britt Horvat The Parts Drop
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8-Digit Dispaly $
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NBS/ENX Magazine June 2013 l www.enxmag.com l 15 June 2013
The Prime Source for
Since 1985
TEL: 800.729.8320
FAX: 800.829.0292
Instant Rebate Promos All Rebates valid thru May 31, 2013 to Canon Premier Partners
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June 2013 l www.enxmag.com
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How to Successfully Negotiate with a Supplies Partner s much as the average office technology dealer likes to think they’re in the office technology business, the reality is they’re just as much in the supplies business if not more so. As a result they need a consistent and reliable source for their supplies needs above and beyond what they source from their OEMs. There’s a lot of suppliers to choose from and with that in mind we spoke with a cross-section of suppliers and a couple of dealers about dealer expectations and what they can realistically expect to happen when working with a supplies partner.
A
When margins are critical and your price you’re presenting to your client is so critical and room for error is not there, or room for possible hidden dollars are not there, we need your best prices up front,” adds Andrew Ritschel, president of Electronic Office Systems (EOS), in Fairfield, NJ. “We don’t need if you hit this level or this level you’ll get these dollars back to you; that’s great, but if you can’t price it right up front, you’re not getting the deal.”
“
price from one manufacturer to another is no more than 7 percent higher, he’s fine with it. “If it’s more than that I say you have to give me a better price otherwise I can’t do business with you,” reports Vitiello. Asked what he needs to know in advance about the products before he buys, he cites IP compliance. “I don’t want a manufacturer coming after me because one of my suppliers isn’t IP compliant,” says Vitiello. “The other thing is how quickly they come out with new products because that affects my profitability.” It’s also critical to know upfront how the supplies partner handles different issues. “How I expect them to [handle these issues] and how they do are two different things,” notes Vitiello.
Andrew Ritschel, EOS
The bottom line for Ritschel when it comes to negotiating with his supplies partners is making sure that they provide him with regular low prices and great service. atasource Ink, a dealership based in the Chicago area doesn’t sell hardware at all, but instead has a booming supplies business. Because of that focus, it’s important that they have strong relationships with their supplies partners, including Clover, ILG and MSE.
D
“The three things I need to have to be successful in this business are price, Jim Vitiello Datasource Ink quality, and delivery,” states Jim Vitiello, president of Datasource Ink. “Most partners can deliver on all three of those, but core constraints have become a big issue.” What Vitiello has found is that this issue has made it more difficult on delivery. “Everyone’s fighting on the OEM cores so you need to diversify your partners to make sure you get the products you need,” says Vitiello. “You can’t put all your eggs in one basket.”
Many supplies partners take back problem products no questions asked, which is the same policy Datasource Ink offers their customers. n the supplier side of the business, Matt McLeish, vice president of sales & marketing with Parts Now reports that one of the biggest things he hears time and time again from dealers is that they expect consistency whether it’s quality, pricing, delivery, or logistics. “In our part of the world where it’s more parts than toner, there are a lot of small players who struggle with consistency and that’s something we’ve tried to focus on and create a stable Matt McLeish Parts Now platform that our customers can rely on,” says McLiesh.
O
Overall, he finds dealers’ expectations mostly realistic. “The only time we sometimes have trouble is because we sell both OEM and remanufactured parts, and with toner there’s a significant difference when you buy a reman toner or cartridge from an OEM from a pricing standpoint. For some reason there’s an expectation that it’s the same as OEM. It’s not and that’s why you get a significantly lower price.” Negotiation is clearly the name of the game in all business transactions and like most other vendors Parts Now offers discounts based on volume. McLeish recommends quarterly business reviews with suppliers, which offers an opportunity to define services, support, and pricing. Parts Now operates on a tiered pricing level and each customer
When it comes to negotiating, Vitiello’s philosophy is if the 20
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By Scott Cullen
We Saw It In ENX Magazine
continued on 22
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STATE OF INDUSTRY
How to Successfully Negotiate with a Supplies Partner falls into a certain tier depending on volume, whether they have an MPS contract with Parts Now, loyalty, and other factors. The stronger and more varied the relationship, the better the tier.
When it comes time to negotiate McLeish says the worst way to do it, and this happens way too often, is being reactive and transactional. “They need a price right now because they’re trying to put together a deal; that’s no good. Those things happen, but you’re typically not going to get the best price or opportunity from us doing it like that. Whereas if we can sit down and put together a program agreement that says these things, that’s the way to do it.” When negotiating there are certain questions that are helpful to ask up front and McLeish recommends that dealers find out everything they can about the quality of the product, manufacturing standards and where they procure product from. “Ask about IP and if they’re in compliance and what kind of parts go into the manufacturing process,” adds McLiesh.
D
Also important is deliverability such as the supplier’s operating hours, delivery schedules, carriers used, and any other logistics related to delivery.
avid Concors, vice president of sales at Supplies Network, has found that depending on a dealer’s business model expectations may vary.
“Supplies Network specializes in direct drop-ship capabilities and the more common demands include competitive pricing and freight, knowlDavid Concors edgeable sales reps, accurate and Supplies Network timely shipping, frequent ‘in-box’ promotions, ability for dealer branding, back-office integration, and an overall value driven relationship,” says Concors. “We also offer an MPS platform that brings vastly different dealer expectations.”
On the negotiation front Concors says there are numerous areas of buyer/seller engagement and each dealer has their individual hot buttons. “I prefer to focus more on how our organization can complement and assist dealers in being more successful. Many times having the ability to help drive end user retention and acquisition programs is more important than focusing on the cost of a handling fee.”
Like McLeish, Concors has some advice for dealers about negotiating with their supplies partner. “Take into consideration the value offered by each wholesaler and align their business 22
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and negotiations accordingly,” he says. “We tend to have more mutually beneficial relationships with dealers focused on longer-term strategies. This affords both the dealer and Supplies Network the opportunity to collaborate on overlapping initiatives. For example, we offer frequent manufacturer programs driven by significant pricing discounts. Loyal and frequent customers reap the majority benefit vs. dealers seeking a relationship based solely on lowest product price.” When it comes to the questions dealers should be asking their supplies partner Concors suggests considering all the variables inherent in a buy/sell relationship. “For example, product price, handling fees, freight costs, manufacturer rebates, program rebates, etc. We built our model to reflect these at time of purchase to specifically eliminate any surprises.”
Issues are inevitable when dealing with parts and supplies and Supplies Network recently introduced customerCARE to make issues, well, less of an issue. “This department focuses solely on issues ‘after the sale’ to provide timely and best in class customer service,” reports Concors. “We direct all dealers to this department.”
T
om Day, president of West Point Products, says what dealers typically expect from their supplies partner depends on their own business model and what attracts them to West Point Products in the first place. “Our customers have a wide range of needs, from extensive product offerings to MPS support, which we have treated as the basis for our go-to-market strategy. Tom Day Our goal is to be the one destination for West Point Products all imaging supplies, and to offer an extensive menu of value added products and services that help our customers become more successful as a result of their partnership with us.” Once things get down to the negotiation process the approach is to take into consideration all aspects of their relationship with the dealer, and put together a total solution that makes good business sense for both sides. “This approach fits with our ‘one destination’ strategy, and holds a great deal of benefit for our dealers as well,” notes Day.
There tends to be a right way and a wrong way to handle any negotiation and Day offers his opinion on how dealers should approach this. “The smoothest negotiations are those that are approached the same way by the dealer as they are on our side. We want to be able to offer a solution to our dealers, but that is only possible when we have a sense of where the opportunity
We Saw It In ENX Magazine
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STATE OF INDUSTRY
How to Successfully Negotiate with a Supplies Partner
is to do so. The more information the dealer is willing to share and put on the table, the more we are able to work with them to come to the best possible solution for their business.” Asking the right questions is essential and Day feels that it’s important for the dealer to understand the legal implications of the products they are selling. “Intellectual Property considerations and the First Sale doctrine remain highly important issues in our industry, and dealers would be doing themselves a disservice by not fully understanding the impact these things can have on their business,” emphasizes Day. “West Point Products is able to guarantee that our products are IP-cleared and adhere to the First Sale doctrine, meaning that all empties used in the remanufacture of our cartridges are sourced in the United States. This guarantee protects our dealers from potential litigation that could put their businesses at risk. In our opinion, all dealers should be asking their suppliers of remanufactured imaging supplies for the same guarantee.” Besides the legal information pertaining to intellectual property and the First Sale doctrine West Point places a great deal of emphasis on the investments in quality that the company has made to ensure its products offer the best possible performance. “Our recent launch of ColorLogic is just one example of
this, and encompasses years of research and development, proprietary process, robotics, and automation in our color technologies,” explains Day. “We recognized early on that quality and performance were the driving factors of success for ourselves and for our dealers, and continue to emphasize the important benefits our proprietary technologies offer to our customers.”
I
f you ask Steve McBride, GM for Katun’s North America Business Unit, about what dealers expect when negotiating a supplies contract it’s that the product perform at the level that the OEM product performs at. “We set that as a benchmark,” states McBride. “And in conjunction with that is that they would save 20-30 percent from the OEM and lower their cost per copy.”
McBride adds that for most dealers, Katun can actually save them anywhere from 20-40 percent based on their level of participation. Some of those discounts are set through programs with dealer organizations like CDA. “From there it’s massaging that to determine the best rate to save money,” says McBride. “We have one product that can save them 30 points and another we can only save them 20 points on. The negotiation really is tied to wrapping around programs.” Katun also has partnerships with BEI and e-automate, so it often comes down to negotiating through those programs to determine what actually works best for the dealer in Katun’s menu of programs and opportunities.
As far as questions, McBride recommends that dealers make sure the products don’t infringe on patents, that the product has been tested, and that the supplier has the distribution and support in place so there will be no interruptions in the flow of product. “If I was a dealer the last thing I need is a disruption because somebody sued somebody and I can’t get that product at X dollars and I have to pay Y dollars and that messes up my whole cost per copy,” emphasizes McBride. When issues arise, Katun has a technical services group that technicians can call at any time. They also have a no questions asked one-year warranty on all of their copier products and a two-year warranty on all printer products. u
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BUSINESS PROFILE
OverstockPartsNetwork.com
O
Higher Profits Through Improved Parts Management
verstockpartsnetwork.com (OPN) is a company created from a collaboration of two influential companies in our industry joining forces. BEI Services, Inc. and RecycledParts.US have come together utilizing their individual strengths to create a parts network that allows dealers to sell their obsolete and overstocked parts, while allowing other dealers to purchase parts from the network at discounted rates. It also keeps many of these parts out of landfills and puts them into the hands of dealers who can still use them.
OPN has created a software tool called Advanced Inventory Management (AIM) to help dealers easily understand, monitor and manage their inventory. AIM provides a quick view of overstocked and/or obsolete parts in each warehouse location including technician’s car stocks. Indicators within AIM will help parts managers quickly identify opportunities to control overstocked and obsolete parts. Beyond those indicators, AIM also displays parts not meeting yields based off of national averages helping to identify warranty opportunities, technician training opportunities, or potential customer misuse, allowing the organization to recapture additional profit and revenue. This software provides a number of other reports designed to help companies better manage their inventory. AIM is offered at no cost to dealers participating in OPN who continue to provide BEI their service and parts data on a monthly basis.
that are obsolete at one dealer are often still used at other organizations. By bridging this gap, OPN provides a one of a kind service that gives dealers a cost effective way of eliminating obsolete and overstocked items while giving those dealers that still need those same items a substantial discount over their current costs.
During the study, many of the dealers were contacted to validate the findings of their inventories, and BEI Services found a number of consistencies within the dealer community that contributed to the abundance of overstocked and obso-
Proven Study Results
BEI studied 184 dealers who supplied the needed parts files and identified approximately $19 million in parts that are either overstocked or obsolete. Using this same list of obsolete items, BEI recognized there were other dealers installing these same parts to the tune of approximately $91 million of usage in the last 90 days. In other words, parts 26
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We Saw It In ENX Magazine
lete parts. The lack of easy to use tools for obsolete part identification along with the lack of logistics training has led to this abundance of inventory.
“Proper parts management is critical in maintaining higher profitability,” says Bud Karakey, VP of Operations at BEI Services. “In many cases we’ve seen dealers not completely aware of their inventory status, so we created a host of software reporting tools to help. The integration of these tools with OPN has automated the process of identifying and purchasing overstocked and obsolete parts, providing dealerships an avenue
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BUSINESS PROFILE
OverstockPartsNetwork.com to avoid writing off thousands of dollars of obsolete inventory. All of us would agree that many parts will become obsolete at some time. Our goal is to help identify and manage those parts, helping organizations reduce the risk of write off. For the parts that become obsolete to an organization, we use our database to locate other dealers still using them so they can buy them at discounted prices. And the cool thing about this program, is all of this functionality is FREE!”
Example
At a typical well-run dealership we found the following. •
$12,013 consisting of 143 SKU’s (425 parts) with no MIF that could use those parts.
•
$31,643 (1188 parts) not used in 6-12 months.
•
$18,833 (829 parts) not used in 12 -18 months.
•
$73,234 (3714 parts) not used in over 18 months.
How It Works: Selling overstocked and obsolete parts
BEI Services processes the dealer’s service and parts data monthly and identifies aged, or overstocked parts, and
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places them in 4 categories: (bucket A) parts not used in 6-12 months, (bucket B) parts not used 12-18 months, (bucket C) parts not used more than 18 months, and (bucket OVR) parts that have more than 125% of 6 months need. Based on the entire network usage statistics, OPN offers to purchase these parts from dealers. The dealer then selects the parts they are willing to sell and ships them to OPN’s warehouse. After the parts are validated, a check is sent to the dealer for the agreed price.
How It Works: Buying overstocked, obsolete and recycled parts
Every night BEI will look at the inventory available at Overstockpartsnetwork.com and Recycledparts.us. BEI will then query usage stats for those parts at each dealership participating in the network. When a match is found, the dealer will be notified of the parts available to purchase from Overstockpartsnetwork.com or RecycledParts.US at significant discounts. The dealer will click the link provided, and login to the website to purchase parts in pre-populated shopping carts.
Testimonials
“BEI analyzed our obsolete inventory identifying the specific location of each
We Saw It In ENX Magazine
of these parts allowing us to better manage our obsolescence. They also reviewed this information with our team providing ideas to fine-tune our process in order to reduce our risk of future write-offs. To our surprise we were able to sell over 183 parts to the Overstock Parts Network freeing up space and cash.”
Mike Woodard, Oasys Inc.
“Finally, we’ve been given a great tool to economically deal with obsolete and overstocked inventory avoiding costly write offs, and preventing us from disposing parts into landfills.”
Gifford Silver, Copiers Northwest
The Companies
BEI Services has been providing service performance benchmark data for dealers for more than 20 years. Their products include Advanced Comparative Reporting, the most widely used performance based Technician Compensation Program in the industry, and their patent pending Effective Workload Distribution (EWD) territory management with technician car stock creation.
RecycledParts.US has been in business harvesting used parts from copiers and printers and selling them online for years. They continue to provide a viable alternative to the high cost of OEM replacement parts. www.recycledparts.us provides an easy to navigate website that provides 40% 70% savings off OEM wholesale pricing on an extensive line of machines and manufactures. u
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IMPORTANT NOTICE: Nothing herein shall be construed as (i) an approval or commitment to sale by GE Capital to any person; and all transactions are subject to final investment/compliance approval by GE Capital and the execution of mutually satisfactory definitive documentation; or (ii) any guarantee or promise of pricing/financing terms or availability thereof which may fluctuate or cease to be available depending on any change in the relevant market. All sales of available equipment will be for commercial use only and not for any personal, family or household use, and will be “as is”, “where is”, with all faults, without recourse or warranty of any kind or nature, express or implied. Any available equipment warranty will be provided by third parties unrelated to GE Capital and neither GE Capital nor any of its affiliates has any responsibility with respect to such equipment warranty. NOTHING HEREIN CONSTITUTES A REPRESENTATION OR WARRANTY, EXPRESS OR IMPLIED, OF ANY KIND.
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STRAIGHT TALK
Catching up with Ed McLaughlin: Beyond Sharp
S
ince his departure from Sharp Imaging and Information Co. of America in 2011, Ed McLaughlin has remained very active in the industry, including starting Valderus, a new company specializing in information technology and services. He recently spoke at the Photizo’s Transform 2013 symposium held in Scottsdale, AZ this past May, and I got the chance to sit down with him to discuss the state of the industry, the importance of partnership, and his (not so killer) golf game. What have you been doing since you left the presidency of Sharp?
McLaughlin: Well, I have not improved my golf game that’s for sure. I have done some work with Intel, and I am still an advisor to Innovolt, whose technology I think has huge potential way beyond the document business. But most of my time has been preparing for Valderus. What can you tell us about your new venture, Valderus?
McLaughlin: As you know I have been uncharacteristically quiet about that. The company is just an infant at this point, but the better part of a year has been putting the idea together. The idea germinated when I was working with a dealer who is really more involved with MPS than copiers, although they represent both. I discovered a technology that very honestly knocked me off my feet. The amount of account knowledge collection, machine performance data, and back room efficiency was something I didn’t expect to see for quite a few years. They have literally leaped over the entire industry. We discussed what to do with it and decided that creating an organization that utilized this game changing system would be more advantageous than selling it to everyone. Much of the last year has been looking for the right financial backing and structure to put together something that has not yet been attempted in the industry. I think we have done it and are in conversations with a number of dealers in various states of negotiations. Stay tuned. What are your thoughts on the current state of MPS and its impact on the OEM and Dealer Channel?
McLaughlin: This won’t make a lot of friends. It’s a disaster. The truth is that the industry has not really embraced MPS, and many dealers just give it lip service, or at best look at it as an account retention program, and for some it exists on their web site only. I’m not blaming the dealers, or for that matter the OEMs. I believe the potential, although very real, has been oversimplified. Years after the first discussions about the management of print the industry is still defining it. Most dealers that are serious are only doing 10% of their business in MPS. It should be at least twice that. They just do not have the tools 30
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to manage all those moving parts profitably. It’s a problem. I’d be remiss not to mention it’s a problem that Valderus solves.
The worst part of the disenchantment with MPS is that many are turning to IT services as the answer. Unless you have all the right pieces it will be very hard to make that work. In the right segments it answers a huge need, but it requires even more account knowledge than MPS, and a level of partnering that most dealers will find close to impossible. In your opinion, what is the biggest challenge facing OEMs these days?
McLaughlin: The “Box” mentality. Every company is challenged with how to handle this problem. I can honestly say I understand the complexity of being driven by a factory, but the fact is that with the product life cycle we are in now, we are at a point where “services” are more valuable than products. The priorities of nearly all the OEMs are still driven by the factory’s demand to grow and be efficient. It’s understandable but it is not aligned with their rhetoric or the requirements of the end users. Most manufacturers are also struggling with the issue of dual distribution. They are getting in the way of their dealers’ profitability and therefore their growth. I know each of these executives and can honestly attest that it is not their intent, but the reality still exists. The problem is difficult to adjust because of the first problem I mentioned. The perception in the factory is they need more boxes, and perceptions dictate priorities. Those priorities are rewarded and that dictates the actions. It is hindering going after the real opportunity, account development. What are the biggest challenges facing Dealers?
McLaughlin: Transitioning their business. For the past few years, that’s all dealers have been hearing from everyone. OEMs, consultants, analysts, and anyone with a pulpit are saying that they have to prepare for evolving office trends, the definition of which seems more fluid than definitive. Yet at the same time they are facing the reality that growth and profit is getting harder to manage and machines are becoming more and more homogenous. Differentiating is more important and harder to do. Frankly the fast answers and “Chicken Little” advice getting tossed about will not work. The answer lies in account development and for that there needs to be a better approach. There are industries out there that utilize an approach for service called “predictive,” but most of the OEMs in our industry
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STRAIGHT TALK
Catching up with Ed McLaughlin: Beyond Sharp
claim it is not possible because of our complexity, but it’s not true. We are lacking the technology to properly manage and automate our business. We need transition, but we need to be careful not to leap into business models that are not compatible with the process and knowledge that is our strength, and stay close to our core knowledge base as we evolve. If we want to know where we need to go we need to be closer to our customers. They are the ones who will guide us. Not by telling us what to do, but by our seeing what they can’t do. What, in your opinion, are the best growth opportunities for OEMs?
McLaughlin: It varies by OEM. In the short term there is a trend that is moving production color from off site to in house. For over a decade work has been moving closer to the point of need. The biggest opportunity for capitalizing on this is the high volume in house color. Nearly all manufacturers have an answer and the profit and growth opportunity is excellent. It also does not require changing core business practices. Another area is to have their direct operations become more committed to MPS. Today it is more in voice and image than practice, and they try to combine machine placements with MPS. Focus on the account not the products. By focusing on accounts and problems, it elongates the sales cycle but in the end there are more products placed and better density leading to greater profits. Another area is to recommit themselves to their indirect channel. In my opinion the direct channel should be there to help OEMs be better providers, by learning the reality their dealers live. What, in your opinion, is the best growth opportunity for Dealers?
McLaughlin: MPS, done right. The reason I love the opportunity of MPS is that it is close to the core knowledge of the dealer community. They can focus on accounts and not just products. The approach needs to be different than in the past, but it offers fast and exceptional growth without necessarily expanding the accounts. I am normally not a fan of specializing, but it can be a good way to launch a new program. Avoid the sharing commission stuff though—it is counter productive. We need to keep in mind that if a dealer has 100% of the market share for MFPs they only have 20% of the pages. Service based MPS is the vehicle to secure more page share, and it helps acquire more account knowledge. Another opportunity is
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the same as it is for the OEMs, HV color. This is for the same reasons. There is one thing I would like to caution. Avoid “two up 11x17” on single click. This is suicide. It’s worth losing accounts to avoid it. Simply stated there is no way to make money doing it. I feel better promising a loss. We have all learned these cannot be made up with volume. You recently spoke about the importance of forming partnerships to provide comprehensive solutions. Can you elaborate on that?
McLaughlin: Of course! It is not possible to have all the knowledge necessary to expand relationships in accounts. When we are providing services we need to reach out to as many organizations as possible that can expand our knowledge. It is common in the area of IT services to have dozens of active relationships. IBM, AT&T, and others are the standard bearers of mission critical services, and they partner with companies that could sometimes be considered competitors. It is not a simple thing to do, and it is not a standard practice in the document business. I believe the more we go down the services path the better we will get at it. The practice today is to find a favorite developer and work with them to provide answers for our accounts. We may be more comfortable working with them, but we may be selling our customers short. Expanding our horizons is critical to success in the services business. The depths of our partnerships are badges of credibility to accounts looking for help. Last but not least, what do you like to do when you’re not working?
McLaughlin: I don’t know why you laughed when you asked that. It is true I love the business—it is always changing and I am always learning. I do however have some other interests. I enjoy an occasional game of golf, but frankly I’m awful. I really don’t get a chance to play often. I love it anyway. I am an avid reader of biographies and history. I’m especially fond of the revolutionary period, but have read a lot on WWII. George Patton and Winston Churchill are my favorites from that period. An odd couple for sure, but I like them for very different reasons. I also have read on the Roman era that transitioned from Republic to Empire. When I was with 3M there was a commonly used phrase, “Old Is Forever New.” The more I read history, the more I know it’s true. u by Susan Neimes
We Saw It In ENX Magazine
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By Christina Kim
ROUND TABLE DISCUSSION
State of the Laser Parts Industry
T
Four Approaches to the Industry’s Greatest Challenges
hey say if you aren’t moving forward, you’re going backwards. Despite the challenges of the economy, the parts industry as a whole still thrives, due largely to the ingenuity of parts companies, who tackle head on the issues associated with declining page volume and the shift from hardware to services. Change is a mixed bag, but the best of us know how to make the most of the good. This month, we sit down with four parts companies that make it work for themselves, yet with very different ideas of what is going on, where the industry is heading, and how to get ahead. We would like to thank the following participants in our spirited discussion: • • • •
William DeMuth, COO, Metrofuser LLC Bob Diltz, President, West Coast Platen Company Matt McLeish, VP of Sales and Marketing, Parts Now Chris Sinibaldi, VP of Sales Operation, Depot International
1. In your opinion, how has the parts industry evolved in the past five to ten years? Sinibaldi: It has evolved into a model that requires multiple distribution points and a diverse offering from multiple manufacturers. In addition the market has many experienced individuals that are demanding a higher level of service at a time when most products are commoditized. It is now a one call one solution that our customers have come to expect.
Chris Sinibaldi Depot International
McLeish: In the first 10 to 15 years of the parts industry we saw a consistent market with steady growth. However, the last five to ten years has been anything but that. It is our opinion that the three major changes that have occurred are the type of transactions, customer make up and the economy.
The economic environment went through one of the most dramatic changes in 100 years in the 2008 timeframe and the parts industry was affected as dramatically as or even more dramatically than other industries. Parts consumption is tied very closely to the employment rates. When the economy took a major downturn and unemployment skyrocketed, a unique thing occurred within the printer parts industry. As employees were let go, their printers were put in a corner, and as printers broke down they did not fix these printers, they just grabbed the unused printer for use. This caused a major downturn in the parts demand in 2008-2010. As employment gets better we have seen a slight increase in demand, but it certainly is not at pre-recession levels. Prior to the recession we saw the beginning of the MPS marketplace. This has had two major effects on the parts business. 34
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The first is the way in which service organizations view parts in their business. For the better part of 20 years the majority of printers were fixed on a time and material transaction. This made parts a profit center for the service companies as they usually marked the parts up anywhere from 15 to 30%. The MPS engagement has completely changed that model. Parts are now a cost center for the dealers in a cost per page model or other managed service type models. The emphasis on high quality high yield parts is more important than ever. Tied to the onset and adoption of MPS and largely related to remote monitoring software is the change in the type of organizations that consume printer parts. In the past the traditional consumers of printer parts were “printer centric” type organizations. Many of them started out as remanufacturers of toner. These customers still exist and the ones that made it through the recession are typically very strong and have implemented MPS. However, the fastest growing customer segment today is the copier dealers who are becoming or have become hybrid dealers. They have the resources to invest and create MPS that works in conjunction with their core business, which allows them to manage all types of hard copy imaging devices. Diltz: The parts industry has expanded a great deal. You see new as well as established manufacturers with many new printers in their offering. With the lower cost printers for personal office we see a market segment that is “throw away” and impacts our market negatively. When this segment wants to service their printer they find the cost too high or the needed part not supported by the manufacturer. However, the high end, faster printers are still a large factor, printing at faster speed and having more features.
Bob Diltz West Coast Platen
2. What is the greatest challenge facing the parts industry today?
DeMuth: Vendors that supply poor quality parts and toner cartridges represent our industry poorly.
Diltz: Like all other areas of our economy, businesses don’t want to spend any more than they have to spend. In many businesses and particularly in the public sector there may be a budget for new printers but not much of a budget for repairing existing printers. Of course, we would like to see the older printers serviced. In some cases that is not possible because of the availability of repair parts but we still see a lot of HP 4 and 4000 series out there working great with the parts that are available.
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ROUND TABLE DISCUSSION
State of the Laser Parts Industry McLeish: The parts industry is much like the toner and hardware industries in the fact that printed pages are going down. The better news for the printer parts industry is that pages are moving from the larger A3 devices to the smaller printer based A4 devices. With that said there is no doubt that the onset of tablets, smartphones, etc. will continue to cause a downturn in pages.
Matt McLeish
Parts Now Sinibaldi: The greatest challenge facing the market is 'Grey Market Parts" that are flooding the market from overseas, many of which are sub-standard quality.
3. How has MPS affected your business? What are your clients’ attitudes toward MPS?
Diltz: MPS has definitely affected the parts business. I believe that many of the independent technicians are being hurt by the concept because they can’t compete with the larger dealerships or manufacturers that are offering MPS. MPS is not a new concept, but it has resurfaced after many years (remember “cost per page” copier programs of the 1970’s) and now we have manufacturers directly involved instead of just the dealers. MPS has also changed the attitude of the service market. Once a printer goes under MPS it becomes a profit center and the less you spend to maintain that printer the more profit it generates (over the short run). This “chewing gum and bail wire” approach may shorten the useful life of the printer or make for costly major service or replacement in the long run.
It is fairly easy to sell MPS. It used to be said that no purchasing manager ever lost their job by buying IBM. I think the same can be said today about MPS - it is a dream for the corporate purchasers who don’t have to commit capital to upgrade their copy rooms.
Sinibaldi: We have seen success in the MPS world again requiring the 'one call one solution " approach to provide added value for our customers. While we are seeing dealers add MPS to their offering, they are offering many versions of MPS and not all are seeing the growth expected. We are seeing a conversion to Managed Services which brings IT into the mix.
McLeish: I touched on this in the first question, but in regards to Parts Now specifically, MPS has been very good for us. We established a strong hosted MPS program early to help our clients enter the MPS market and we have continued to build on the program. Additionally, Parts Now has always worked to produce the highest quality remanufactured parts, which are critical in an MPS engagement. Multiple service calls can turn a good MPS deal upside down quickly so buying parts from a company like Parts Now with 20 plus years of experience and the only ISO certified remanufacture is a good investment for the dealers. 36
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DeMuth: We see a mixed client adoption, but we are positive for growth in the reman industry. MPS has removed the end user from the decision making process and put it into the hands of a competent service manager, thus allowing the optimization of devices and support efficiencies. The data it provides helps companies make better choices, which ultimately leads them to quality printers and quality remanufactured parts. Most importantly MPS has eliminated the end user’s RFQ and their favorite overused term “OEM only”.
William DeMuth Metrofuser LLC
4. Do you find that you are selling more OEM parts or more Remanufactured parts these days? Do you see any trend emerging among different OEM products?
McLeish: We do not disclose the makeup of our parts business between OEM and Remanufactured, but needless to say, it is a very fine balance for us and all of the authorized parts resellers. MPS has put a counterbalance of stress on the parts decision between maximum quality, which is an OEM product, vs. minimum price, which is a remanufactured product. This makes the decision for the dealers a delicate one, day in and day out. Our core business is HP and Lexmark parts and given the installed base of these machines will be for a long time. But with the onset of MPS many of our customers are servicing very diverse fleets that require a lot of different OEM parts. We have an individual who is dedicated to the sourcing of our non-core product parts so that we can continue to keep fulfilling our customers’ needs. DeMuth: Across the board, OEM price increases and supply disruptions, coupled with dramatic improvements in reman quality have funneled new customers to the reman market.
Sinibaldi: Our business is balanced so we see a nice split in both categories. OEM price increases can drive higher demand for Remanufactured products. The trend is really in printer segments. We are seeing an increase in the color segment.
Diltz: We sell more OEM parts because that is the nature of our business. Many repair facilities require part support before remanufactured parts become available. The main remanufactured parts we sell are fusers, which we rebuild in our Los Angeles and Seattle warehouses. We also sell fuser rebuild parts to our customers who want to rebuild their own fusers. If by remanufactured you mean aftermarket - we do sell aftermarket parts primarily when the OEM is no longer available. The aftermarket parts usually become available well into the printer life cycle and if you deal with a quality supplier they do offer a sometimes lower price alternative which is desired for the MPS market.
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We Saw It In ENX Magazine
June 2013 l www.enxmag.com
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ROUND TABLE DISCUSSION
State of the Laser Parts Industry
5. With flat or possibly declining printed page volumes, where do you see key areas for growth in the coming years?
Diltz: That is a great question — I consult my crystal ball as often as I can. Hopefully someone else in this discussion group will offer a great idea. Since our typewriter days, I’ve had to turn the rudder several times and will probably have to do it again.
McLeish: For the industry I still see color as a real opportunity for growth along with mobile printing. We all have come to live our lives in vivid color with tablets and smartphones and an effective way to do that with print will be welcomed if it is affordable. I also truly believe that those same smartphones and tablets can provide additional print opportunities. I’ve been at numerous conferences in the last several years where I have wanted to print, but it is just too inconvenient to do so. If there were easier more convenient ways to wirelessly use printers in common areas I think we could see an uptick in print. Widespread color printers with Wi-Fi capabilities in places like coffee shops, hotel conference centers, restaurants, etc. will create additional print. Key areas for growth for Parts Now will be the adding and enhancing of services. We are not a product company like an Apple or HP. We need to get better and grow through services. A few key areas will be a greatly enhanced customer experience through online ordering, additional distribution centers in more convenient locations, and we will continue to increase our product offerings to help fulfill all of the hard copy imaging needs of our customers. DeMuth: I see MFP and workgroup as growth areas.
Sinibaldi: We see key growth with our value added services that we offer in our portfolio. In addition, we see growth in the managed services space. 6. What’s your opinion on the emergence of business inkjet technology?
McLeish: We believe it will have a place in the business environment so much so that we have become Memjet’s North American distribution partner. The high speed and relatively low cost color ink products Memjet and HP are offering will give businesses an opportunity to use color in an affordable way on lower volume devices. In the past, higher end ink machines and smaller color lasers were just too expensive to operate to be a viable MPS option. These new business ink devices really open up that market.
Sinibaldi: The technology will certainly put pressure on the laser side of the channel. While there has been some early adoption, I do not believe we will see a shift from the work group mono and color printers to this technology in the near term.
DeMuth: We have been watching this technology and its iterations for 10 years and attempts of market entry. With simple 38
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calculations you can quickly deduce there are efficient options. Costs aside there is chasm of bad customer experiences over the last decade with the term “inkjet.” Diltz: It depends on whether the manufacturer wants support for their printers from independents. We have successfully supported the Canon and HP plotter (wide format) parts for some time. Repair parts for the 8 ½” x 11” business ink jet printers have been almost non-existent.
7. Many parts companies market themselves as a solutions provider. What is one of the ways you provide added value to your customers? Sinibaldi: We offer 'one call one solution' and we work with our customers in a consultative approach to understand their business and to apply the solutions we have to increase their profit opportunities and provide growth.
DeMuth: Metrofuser’s value added advantages revolves around propitiatory technology that we implement to products we remanufacture and develop. We force part evolution, meaning we strive to improve upon the last generation of technology, by making parts faster, stronger, and more durable, such as our 4200 fusers that don’t suffer from film tearing. McLeish: I agree many of them do market themselves as solutions providers but few of them actually deliver on that. Parts Now has been the leader in value added solutions for our customers for 24 years. We offer solutions for all aspects of a dealer’s organization. For the service departments, Parts Now offers world class technician training for HP and Lexmark machines. To date we have trained over 9000 technicians through onsite, online, and custom in house training programs. For the times when the technician has questions we provide excellent technical support to our customers in both English and Spanish. Our technical support team takes more than 5,000 calls per month.
Our MPS program helps both the sales and service departments work to achieve the highest profit per page possible. We offer two hosted remote monitoring options and a suite of products such as assessment, QBR, and hardware optimization tools. Lastly, we have taken traditional parts distribution to a new level with multilevel customer support, the most OEM printer authorizations in the industry, and eight distribution centers in North America. As our customers’ needs grow in this ultracompetitive space we will expand our services to match those needs.
Diltz: We have always considered ourselves to be a “one stop” solution. We have the parts and the tools, supplies, accessories, chemicals, vacuum, etc. available and also source most everything our customers ask of us. The maturing MPS market continues to be a challenge to us and a value added service to our customers. We find parts and accessories for all the different printers they are putting under MPS.u
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e n x
DEALER SPOTLIGHT
A Conversation with Greg Gondek President of Advanced Copy Technologies
I
t’s always refreshing to see a smaller dealership hold its ground in a competitive market against larger independents and direct branches. That’s exactly what Advanced Copy Technologies in Cromwell, CT has been doing since its founding in 1974. Led these days by Greg and Cindi Gondek, Advanced has 32 employees and, unlike other similar-sized dealerships, is on the cutting edge of technology, solutions and services. Recently I spoke with Greg Gondek about his dealership, his background in the industry, and the programs and products that are taking Advanced to the next level. How’s business?
Gondek: We had a great year last year and are off to a huge year already. Right now we’re looking at the numbers of how we’re going to finish our first quarter and really can’t be much happier about the results. What do you attribute your performance of the last two years to?
Gondek: We started preparing for the [economic] downturn before it hit and made significant adjustments allowing us to invest and ramp up while being more efficient. We didn’t cut people, but hired. We actually took advantage of everybody else cutting people and found some great talent in sales and service. We hired two guys who were service managers for our competitors, now they’re senior level service technicians with us. You’re a smaller dealer, what allows you to compete against bigger dealers and direct branches in your market?
Gondek: They worry more about us than we worry about them. Nobody up here comes close to us in service and support as far as response time and how we deal with our clients and the expertise levels we have. We go up against the biggest direct people and win more than half the time. Our philosophy is a lot different; we’ve been doing the same thing for years— we solve customers’ problems. Our sales people aren’t allowed to give a customer a quote unless they’ve done a walkthrough and an analysis of their organization, and look at different ways of improving their operation.
We have people call us all the time wanting a quote over the phone or emailed and we turn them away. We’ll give them a quote if we can come in and evaluate their needs, but we’re not going to give a quote based on us not doing our job. That works pretty well for us. Once they see what we do compared with everyone else, we typically blow them away. 40
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You’ve got a broad blend of customers from small businesses to national accounts, that’s pretty good for a smaller dealer.
Gondek: We don’t use any of our manufacturer partners for their national account programs. We manage clients with machines all over the United States. We do everything from here. We monitor their service and work directly with other dealers to arrange for service out of our area. Besides the national accounts we sell to everyone down to the little one machine mom and pop operations. How we take care of them is why we’re successful. Everyone takes care of their big customers pretty well, but we want to take care of our small customers too because that one machine is mission critical to them. I received a call from a woman the other day who works out of her home; her machine was down and she had to get to New York to deliver a proposal. We were there in under an hour. That’s how we judge ourselves because everybody pushes those smaller accounts aside. How did Advanced get into MPS?
Gondek: We got into it about six years ago by beta testing a few sites just to see how we handled it and what kind of margins were there. We built the program slowly. We have a director that focuses only on managed print services. We have realtime live monitoring of devices and map to floor plans for our accounts. That’s where the ‘Wow’ factor is. When we meet with the head of IT, we pull out an iPad and show them their floor plan with all the machines and then take paper out of one that’s in blue or ready state, which then turns to yellow state or needing attention when we remove the paper from the machine, and they’re blown away. What were some of the lessons learned early on with MPS that you don’t make now? Gondek: We over analyzed to the point where we did too many reports. Once we show people a certain level of where they’re at with their fleet and their numbers, those 20 pages of data aren’t necessary. They flip to the last page to see what the price is.
They’re already sold when they see how we monitor equipment. We have an MPS contract that people have been trying to get their hands on for a long time, but we keep it close to the vest. It’s all customer focused. MPS is still not easy. There are too many dealers out there who don’t have the infrastructure or support in place to sell MPS or document management solutions.
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e n x
DEALER SPOTLIGHT
A Conversation with Greg Gondek of Advanced Copy Technologies There’s still a lot of confusion in the marketplace. We’re dealing with accounts all the time that had done MPS with another company and now they’re gun shy because you’re supposed to get what you pay for, but that’s not always the case. What’s the biggest complaint they tend to have with their previous MPS provider? Gondek: They don’t see the numbers so they don’t know what they’re doing. We just met with a company who has 300 printers and have been asking their vendor for print volume data for six months and can’t get it.
They also don’t have the ability to make changes. Our plan allows clients to make changes any time they want. They can add machines and pull them off. That’s what they need. Printers are such a commodity and come and go. We can go into the biggest Fortune 500 account and ask how many printers they have. They’ll give us that number and we’ll run software that tells a different story and the number we come up with typically isn’t even close to theirs. Printers are a moving target and if you have a contract that moves with it, that’s what customers need. Was it difficult getting customers to embrace the MPS concept?
Gondek: We offer what we call asset management. Last year we went in and saved an account 20 percent without selling them anything and didn’t take over their printers because they didn’t need our MPS services. We just did an asset management analysis and relocated all their assets so that they were used properly in the right locations and that reduced their expenses. We had one company where we reduced their expenses by $100,000 a year.
your assets properly and deploy them properly based on their life cycles and capabilities, typically you save customers a lot of money. Who in your dealership sells MPS and what kind of skills do they have to do that?
Gondek: All our sales reps sell it, but you have to be CDIA+ to work here. We pay for that and if we hire you, you have six months to get that [accreditation]. And we have a support staff behind them that oversees all the MPS.
Are you thinking about managed network services?
Gondek: We’re doing it. We have two full-time IT guys and a software specialist. We’re not big enough to where we could spend a quarter million or a half million dollars to build the infrastructure. If you don’t have the proper infrastructure, you’re just going to fail. You can’t be all things to all people so we partnered with what we think is the best IT support company in our area and we use them quite a bit. We do the first-level support here and our IT partner handles the second level support. It’s transparent if the customer needs a higher level of support, but for all intents and purposes it’s from us. What is the biggest challenge facing Advanced Copy Technologies in 2013?
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What do you like best about your job?
Gondek: I love the interaction, I love seeing clients and solving their problems. I’m very active in our account base. If I get two or three complaints a year, and we have over 3,000 accounts, that’s a lot. This business is a lot of fun and everybody who works here has fun. What do you like least?
Gondek: E-mail, it’s evil. Since we started talking about 14 e-mails have come in. Used to be if somebody needed something from you, they’d pick up the phone and you’d have a conversation. With e-mail they’re more demanding. A lot of e-mail goes out with no thought process behind it whatsoever, whereas if they called you they’d think more about what they’re going to say or request. I’m one of those guys who sorts through them all. If somebody sends me something I answer it. Do you expect to grow this year and if so, by how much?
Gondek: Last year we grew 15 percent and that was great. We focus on managing that number to 15% to 20%. If we start growing any faster than that we slow it down because the infrastructure
MPS is easy when you can show somebody that you don’t necessarily have to buy things. It’s not just buying cut-rate toner to get a lower price; if you utilize 42
Gondek: We’re going through reorganization and rebranding. We have three divisions that we’re spinning off, so it’s making sure we don’t become dysfunctional and not putting up walls that are too high between these divisions that overlap. That’s a big challenge because in a corporate environment if you were in one area, you didn’t work closely with another. That’s still an issue we see with most of the major manufacturers. Our biggest challenge is to continue our growth while rebranding these offerings into the different divisions and making sure that our support levels don’t deteriorate as our employees move into new roles. That’s easier said than done.
continued on 44
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DEALER SPOTLIGHT
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A Conversation with Greg Gondek of Advanced Copy Technologies needs to always be ahead of that growth curve or pain creeps in, usually being felt first by your customers. We can’t be all things to all people. We don’t do many bids anymore because there’s no margin and we were doing a million to a million half a year in bid revenue a few years ago. We refocused our strategy on our strengths and now we are winning more new accounts than ever. Growth is there whether we want it or not, it’s just deciding which clients are right for us.
We will turn away business if it’s not the right fit for us and for the prospect and they appreciate our honesty. We’re not huge, our goal has always been to be the best service provider in the market and we are by far. There’s a certain level of
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client that will seek us out and once they find us they’ll never leave. And then there are people who will call us and say ‘I can get this for $20 less,’ and I say ‘are you getting two network guys coming in to set this up for you at 10:15 Thursday as you requested?’ Speaking of growth, I understand you’re now offering 3D printers and that’s growing like mad?
Gondek: We’re probably two years ahead of most people in the market when it comes to new technologies. Almost a year ago we started selling 3D printers. We’ve been told we’re the first copier company in the U.S. to sell 3D. Our sales and service people are all trained, and we have a strong support infrastructure in place. It’s very exciting because we see 3D adding a lot of incremental revenue. If you hadn’t gotten into this business We Saw It In ENX Magazine
what do you think you would have done instead? Gondek: I got in this industry by accident. I was a VP of a construction company and they went through an acquisition and had all sorts of issues. All my friends worked in the industry, and I interviewed with a big company in the industry and didn’t like them. I won’t tell you who they are, they became huge, but I just didn’t like their style. Then there was a little company down the street that needed some help and it was Gestetner. Nine months after they hired me I was branch manager, then became district manager, and regional manager in just a couple of years and I’ve been having fun ever since. u By Scott Cullen
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e n x
SALES MANAGEMENT
By Gary Schwartz
Difference Makers
M
How Do You Value Your Sales Managers?
ost successful people can look back on their life and reference one or two folks who made a difference in their development and, as a result, made a difference in their quality of life. Some would point to a great teacher who challenged a way of thinking, others would speak of a coach who demanded top performance, increased skill, or more diligent effort, others still might reference a parent who guided them gently down the correct path, helping to carefully navigate through life’s little minefields. Professionally, most of us have had a mentor who took on the role of coach or teacher helping craft a career path out of raw talent or unyielding will. Whether it be through title or action, we all have looked to someone as a leader worth following. I think that John Quincy Adams said it best, “If your actions inspire others to dream more, learn more and become more, you are a leader.”
Every day we ask our sales managers to be more – to be Sales Leaders. We charge them with teaching, coaching and developing all while delivering results: they are truly the Difference Makers within the sales organization. As a result, it is extremely shortsighted to rate their value to the organization based solely on their performance versus quota. If you look at the roles we ask our sales leaders to play, it is clear that we need to think a bit more broadly when determining what ‘Good’ looks like.
How do you currently assess the performance of your managers? Is there a process beyond simply equating performance with quota attainment? If we are asking managers to do more than deliver results, shouldn’t that portion of
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the equation be evaluated as well? In fact, we should mirror a set of manager metrics with what we expect from managers – beyond performance to plan.
The top expectation for a manager is to develop the people on their team. But how do you gauge sales rep development? First of all, we need to look at performance within the team because developed employees can be expected to perform at higher levels. We can use Territories at Quota as a measurement here. Metrics become more meaningful if we examine trends rather than results at a given point in time. In other words, you need to know the direction you are heading not just where you currently are. The best trend to measure in this case is Productivity per Rep. Depending on the scale of your company, you can also gauge development by looking at promotions to higher-level positions (e.g. sales rep is promoted to sales manager or production specialist, etc.)
...Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others....
Jack Welch
Of course development begins with recruiting – getting the right folks on the bus. Because having open territories is both a drain on revenue and company resources, we must also measure the effectiveness of a manager at keeping full staffing levels. Even if a manager may be fully staffed today, I would also want to review his/her listing of ‘ready candidates’. This ‘people pipeline’ is a solid indicator of whether the manager will be able to maintain staffing levels We Saw It In ENX Magazine
through periods of turnover.
Speaking of turnover, we need to examine the manager’s effectiveness at retaining quality employees. After all, we have invested time and money in training, so we would like them to stay around long enough to get a return on that investment. Do you measure turnover within your company? You should be looking at Turnover % at the sales team level. Frankly speaking, tenured employees are more productive. They know their territory and have the credibility generated from calling on accounts through multiple cycles. In short, they sell more. Sales leaders have the opportunity to be Difference Makers in the lives of their teams. However, constant focus to revenue vs. quota may cause some to lose focus on the developmental responsibility for their team. In the words of Jack Welch, “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.”
Leadership does not show up as a number on a report; but it is easy to see the results of good leadership. If people development is a sales leader’s top priority it is critical that we view their value through the correct lens – giving weight to the intangibles as well as the bottom line results. u Gary Schwartz is a sales consultant with Strategy Development and has over 14 years of broad based experience in the business technology and outsourcing space. Gary was a senior manager with IKON Office Solutions, and later with RICOH in sales, finance, and operational roles.
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Folding Machines
Office Shredders
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Paper Cutters
Strip, Cross, Micro Cut
Laminators, etc.
call:
877-446-4243 fax: 630-629-6790 email: info@nichee.net
or visit www.nichee.net 1765 Cortland Ct, Ste I Addison, IL 60101
We Saw It In ENX Magazine
June 2013 l www.enxmag.com l
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FLASH REPORT
By Andy Slawetsky
Mark Mathews, Toshiba President and CEO Moves On
M
ark Mathews, President and CEO of Toshiba America Business Solutions, Inc. (TABS) had announced that after 20 years of service with the company, he was leaving Toshiba, effective May 3, 2013. Until Mathews’ replacement is announced, Noboru Sawada will be the interim CEO. Mathews is leaving Toshiba on a bit of a highlight, citing the following: • • • •
TABS finished FY12 with revenue growth and increased profitability
TABS’ dealer sales finished FY12 up dramatically versus the previous year
This summer, TABS is launching a new generation of A4 products, high speed color and digital signage products FY12 marks another year of double-digit growth in the MPS and professional services business.
Mathews noted that he was leaving “TABS knowing “the organization is in solid shape and on a trajectory of continued success.” 48
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Mathews has also been a large proponent of the company’s green initiatives by being the first manufacturer to partner with Close the Loop Inc., a world-class recycler of imaging consumables. Mathews recently expanded the program to accept any spent imaging consumables, regardless of manufacturer, and the program has since experienced phenomenal growth.
On a personal note, I have known Mark for many years and have met with him as recently as last month at Toshiba’s HQ in Irvine, CA. Mark has always been great to sit down with and I have always enjoyed the casual manner and our relaxed meetings. He’s been a class act and a true professional and I will miss him at the Toshiba meetings. We here at IA, Inc. and ENX Magazine wish him well on his future endeavors. uBy Andy Slawetsky, President, Industry Analysts, Inc.
We Saw It In ENX Magazine
e n x
We Saw It In ENX Magazine
June 2013 l www.enxmag.com l
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e n x
MINDING YOUR BUSINESS
V
Everything Old is New Again
ertical marketing is a common business strategy to increase the percentage of successful sales. Offering products and services to a specific industry allows the seller to know the idiosyncrasies of a specific group of clients. Sales staff can specialize their knowledge and referral opportunities to maximize the closure rate in a given industry. When we hear from speakers at conferences, they will often cite healthcare, law, government, architecture, and advertising as the vertical markets to tap, and then the speaker usually proceeds to tell you how the software they are representing can help you and your client streamline their storage processes. I rarely hear of a new vertical market that can be easily mined and controlled with your current operating system, data management software or manual file card you are currently using. But there 50
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are still plenty of vertical markets you can tap into, if you are able to think outside of the box.
For example, if your currently employed sales reps and field techs are closer to qualifying for social security than being able to legally drink alcohol, you already have the appropriate staff for this specific, and often overlooked, vertical marketâ&#x20AC;&#x201D;the baby boomer generation. Any baby boomer sales rep, telemarketer or service tech will feel comfortable selling hardware to other baby boomers that distrust Smart phones, only use Facebook to communicate with their grandchildren, and still happily drive a car that uses gasoline and makes noise when you drive down the street. The newest vertical market is your old fashioned local business that just needs a copier, fax and an inline printer. We Saw It In ENX Magazine
By Ronelle Ingram
Nothing fast, nothing embedded, maybe color options. This vertical market will still request black and white printers. There is no need for words like monochrome, enabled, processor, MFP dual sided scanning, collator, networkable or cloud. They do not have an IT department and a cloud is still a white puffy object in the sky that sometimes creates rain. The company needs a copier and fax. Nothing fancy. They already have a telephone line for the fax machine. They are requesting two pieces of equipment and two service agreements. There is no need to convince them to buy one machine that also scans and prints. Listen to the customer. Send in your baby boomer employee with a simple
continued on 51
MINDING YOUR BUSINESS
e n x
PRINT M MANAGER ANAGER
- Powered by Papercut
O One ne st stop op C Copy, opy, F Fax ax and Print Print S Solutions olutions
Manag Manage e Print & Lower r Print ting ing g Costs: Co Printing
continued from 50
lease agreement. Make the transition to a new copier very simple. No networking necessary.
Many baby boomer buyers still prefer to pick up their office telephone and arrange for a face to face meeting where they will shake hands and offer you a cup of coffee without the Starbucks label. They prefer not to communicate by text or email. They still believe in personal interaction, eye to eye contact, and they might even sign a paper check to pay for the new copier and the first year of a maintenance agreement. These mature buyers feel more comfortable with people without spiked hair and no visible tattoos, and they do not depend on Siri to make their buying decision. Smaller privately owned dealerships have a new opportunity to focus on a vertical market that is being ignored by the larger dealers and the OEM branches that are focusing on large and enterprise level customers hoping to maximize the MPS and document management market opportunities. There are still millions of smaller companies, in most cases being owned or managed by successful baby boomers who prefer to conduct business in the same manner that has gotten them to their level of long term financial success. “If it ain’t broke, don’t fix it” is the common mantra of the 50+ year old business owner who has no desire to shake up his staff, most
Web (Driverless Print) Web Print Print (D riverless P rint) Real Time Print Reporting Time P rint Rep orting Rules Based Printing Rules B ased P rinting Secure Print Secure P rint Release Multiple Pay Print charging Multiple P ay ffor or P rint char ging options Cross Platform MFPss Cross Pla tform - install on most MFP Compatible ITC Systems Loaders, Compatible with IT CS ystems L oaders, Readers,, Netlink Terminals, Coin Ops Netlink T oin O ps erminals, C Readers Software. and Multiplan S oftware. Print Manager Managerr Network Architecture Network Architecture Back Back End End Database Database
P Pop op U Up p
Print Print Server
Wi reless Wireless Internet
Firewall Firewall
MFPs M FPs
Remote Printing Offsite Offsite
LAN LAN
Computer LLabs abs Computer Workstations W orkstations
Release Release Station Station
P ayment Device Payment
MFPs M FPs
sales@itcsystems.com sales@itcsystems.com 314.872.7772 (US)| (US)| 416.289.2344 416.289.2344 (Can) (Can) 314.872.7772
continued on 52 We Saw It In ENX Magazine
www.itcsystems.com www.itcsystems.com June 2013 l www.enxmag.com l
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MINDING YOUR BUSINESS
continued from 51
Everything Old is New Again of whom are in his own age generation, by staying ahead of the digital curve. “We’ve been making money for 30 years without hundreds of thousands of dollars being spent on specialized software, ongoing upgrades, and constant training of our staff. I refuse to be held hostage by a disgruntled IT staff member (internal or external) that have the power to sabotage our entire database and billing system with a few key strokes. I refuse to allow technology to take over my business.”
There are still hundreds of thousands of businesses buying stand-alone copiers, printers and faxes. One look at the OEMs’ year end reports showing hundreds of thousands of equipment that
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stand alone or have a simple (non-networked) connection to a device proves a viable market. Dealers can make more money per device and per copy when sold individually. Yes, there is greater viability of profit with an increased scale of clicks. But every dealer in does not need to do $40,000,000 or even $4,000,000 a year to be profitable. Variety is the spice of life. has more below $1,000,000 yearly revenue office equipment dealers than those dealers generating revenue of over $40,000,000. Each has their own niche in the market. Each can focus on differing vertical markets. Selling office equipment to baby boomer owned companies, generating under $1, 0000,000 per year is a profitable vertical market that is being completely ignored by many larger dealers who are focusing on companies that have a minimum of 50 connected We Saw It In ENX Magazine
devices making at least 100,000 clicks each month. That leaves this market wide open to smaller dealers.
While you are creating acceptable profitability by aggressively catering to the declining needs of the industry’s aging customers, keep in mind this market won’t be here forever. Your employees must be willing and able to embrace the changing world or face the consequences. You must actively plan and train for the future needs of your company, and invest in the education and business tools necessary for longevity. Your company’s baby boomer staff requires ongoing career counseling or else retirement planning. u Ronelle Ingram, author of Service With A Smile, also teaches service seminars. She can be reached at ronellei@msn.com.
maa r ks are t v e holders des c r ipti v e purposes Brand B r and names and ttrademarks r adem a r e the properties p r o pe r tie s of their t h e i r respective r espe c ti h o lders and a n d are a r e referred r e f e r r ed he here r e for fo r d descriptive pu r pose s only. on l y.
e n x
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We Saw It In ENX Magazine
ENX Display Advertiser Index All Leasing Services 35 Repo/Offlease Copiers, Printers and Faxes Phone: 866-727-3750 Phone: 949-727-3750 Fax: 949-727-3850 bids@alscopiers.com www.alscopiers.com ARC Services Co 43 Specializes in Konica Minolta Original Parts Phone: 818-859-7459 Toll Free: 800-304-5933 Fax: 818-859-7465 info@arcservicesco.com www.arcservicesco.com Asset Recovery Specialist Phone: 866-757-4545 auctions@equipmentrecovery.com www.EquipmentRecovery.com
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Carolina Wholesale One of the largest office machine and supply distributors in the United States. Phone: 800-521-4600 Fax: 800-356-9169 sales@cwholesale.com www.cwholesale.com
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Crystal Trade For your Canon & HP Parts & Supplies Phone: 888-889-9598 Fax:713-789-1832 anisark@csihouston.com www.RemanCartridges.com
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Digital Gateway Phone: 1-866-342-8392 www.digitalgateway.com
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Direct Precise Imaging Consistently Delivers 100% USA made Product Toner Compatibles Phone: 888-376-7311 www.directpreciseimaging.com
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DocuWare Corporation Build your solutions department & watch your profit grow Phone: 888-565-5907 dwsales@docuware.com www.docuware.com
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ECi FMAudit 02 Remote meter reading and Managed Print Services Phone: 800-440-8664 ext. 89172 fmaudit@ECiSolutions.com www.fmaudit.com Electronic Business Machines Copiers/Printers Parts & Supplies Phone: 800-832-6522 Fax: 859-281-6328 www.ebmky.com
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Escalera Copier Moving Devices Phone: 800-622-1359 Phone: 530-673-6318 Fax: 530-673-6376 www.escalera.com
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Esha Your Success Is Our Business Phone: 800-551-ESHA sales@eshacorp.com
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Expo Reciclador August 15-16, 2013 Mexico City, Mexico Cell Phone: 52 33 1 1605 9883 show@exporeciclador.com www.exporeciclador.com
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Frontier Imaging 44 Distributor of Copier, Printer & Fax Supplies Phone: 888-530-8811 Fax: 310-898-2788 www.frontierimaging.com
We Saw It In ENX Magazine
June 2013
GE Capital Buy pre-owned copiers from GE Capital Phone: 203-749-6056 kristen.desrosiers@ge.com
29
Greater Philadelphia Equipment Co. Copiers, Accessories, Fax Options & Print Controllers Phone: 215-788-7111 Fax: 215-788-4445 gpec1@verizon.com
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Hytec Phone: 800-883-1001 / 407-297-1001 Fax: 407-297-4310 www.hytecrepair.com
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I.C.E. International Copier Exchange Wholesaler of Copiers Phone: 888-423-2679 www.copierpoint.com
41
IDS-International Digital Solutions Authorized Toshiba Distributor for Copiers, Printers, Fax OEM Parts & Supplies Phone: 888-372-3700 Fax: 562-921-1167 suzannecarter@idswc.com sales@idswc.com
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Industry Analyst Want To Close More Deals? Phone: 585-232-5320 info@industryanalysts.com www.industryanalysts.com
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Ink Cycle Phone: 1-877-894-8387 www.inkcycle.blog.com www.linkedin.cim/inkcycle www.twitter.com/inkcycle
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Intellinetics Phone: 614-921-8170 Fax: 614-850-2789 sales@intellinetics.com www.intellinetics.com
31
Intercom Exporting Inc Minolta Copiers, Parts & Supplies Phone: 800-960-1119 Main: 954-978-2121 Miami: 305-757-7878 Fax: 954-978-2412 sales@intercomcopiers.com www.intercomcopiers.com
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ITC Supplies Toll Free: 1-877-933-5558 itctoner@gmail.com
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ITC Phone: 314-872-7772 USA Phone: 416-289-2344 Canada sales@itcsystems.com www.itcsystems.com
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Jamex Copier/Printer/Fax Vending Applications Phone: 800-289-6550 Fax: 607-257-1139 www.jamexvending.com
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Lasertone Phone: 800-700-0733 www.LasertoneUSA.com
04
Managed Print Services Association Contact: Joe Barganier Phone: 614-882-4121 buckeyefenn@att.net www.yourMPSA.com
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Mambo Trading Phone: 877-Mambo76 (626-2676) Fax: 562-663-9037 ask@mambo-trading.com
61
Mars International Wholesaler of Pre-Owned Copiers Phone: 866-866-MARS (6277) Phone: 973-777-5886 Fax: 973-777-5889 www.marsintl.com
13
Midwest Copier Exchange Used Copier Wholesaler Waukegan, IL: 800-863-3693 Chicago, IL : 847-249-7011 Orlando, FL: 407-856-5678 Baltimore, MD: 410-381-5990 Santiago, Chile: 562 48 153 77 www.midwestcopier.com
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MITO Phone: 86-756-2535246 Fax: 86-756-2535769 market@mito.com.cn http://www.mito.com.cn
07
MSE Phone: 800-673-4968 Headquaters Phone: 800-418-4968 US-East Coast Phone: 877-246-2133 Canada Phone: +31-36-2601 Europe www.mse.com
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MWA Intelligence, Inc. Phone: 800-875-2371 sales@mwaintel.com www.mwaintelligence.com
08
National Copy Cartridge Phone: 619-562-6995 Fax: 619-562-6899 order@nccreman.com www.NationalCopyCartridge.com
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Nation Wide Repair Service 65 Complete Office Equipment Repair Service Phone: 866-655-8676 Tech Support: 800-798-1814 www.nwrsinc.com Niche Equipment Office Machines & Supplies Distributor Phone: 630-629-9220 Phone:877-446-4243 Fax: 630-629-6790 www.nichee.net
47
Ninestar Phone: 626-965-6662 Fax: 626-965-6667 sales@ggimageusa.com
37
NuWorld Business Systems 14 - 18 Copier, Printer, Fax & Business Machine Supplies Phone: 800-729-8320 Fax: 800-829-0292 info@nuworldinc.com www.nuworldinc.com Office Land OEM Parts for Copiers and Printers Phone: 818-778-0100 Fax: 818-778-0101 www.officeland.ws
61
OKI Phone: 800-Okidata (654-3282) www.Okidata.com/TMP
21
OverstockPartsNetwork.com Phone: 307-587-8446 sales@beiservices.com www.beiservices.com
27
Parrot Distributing Authorized Panasonic Panaboards and Printers Wholes ale Distributor Phone: 800-451-3336 Phone: 423-855-1405 Fax: 423-855-1434 www.parrotdistributing.com
49
Parts Drop Copier Parts, Supplies, & Tech info. Phone: 201-387-7776 www.partsdrop.com
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Parts Now Phone: 800-886-6688 www.partsnow.com
23
Printer Essentials Phone: 800-965-1180 Fax: 775-850-2630 sales@PrinterEssentials.com www.PrinterEssentials.com
03
We Saw It In ENX Magazine
Ross International Buy and Sell Used Copiers Phone: 800-240-7677 Phone: 973-365-9900 Fax: 973-473-8800 purchase@ross-international.com www.ross-international.com
13
Seine Technology 47 The Worlds Leading Toner Remanufacturer Phone: 909-869-0730 Fax: 909-869-0736 sales@seinetecusa.com www.seinetecusa.com SINDOH Authorized Distributors Carolina Wholesale Ph: 800-521-4600 www.cwholesale.com/SINDOH Collins Distributing Ph: 800-727-0884 www.CollinsDistributing.com http;//www.sindoh.com
06
Smartek Phone: 626-898-4833 gsmartekusa@gmail.com
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Supplies Wholesaler The Cartridge Experts Phone: 866-817-8795 sales@SuppliesWholesalers.com www.SuppliesWholesalers.com
70 & 71
Toshiba Copier / Print Manufacturer Phone: 800-GO TOSHIBA www.toshiba.com Uninet West Coast: 424-675-3300 East Coast: 631-590-1040 sales@uninetimaging.com www.uninetimaging.com
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WalGroup LLC Phone: 877-368-7788 / 626-336-7088 Fax: 626-336-7077 sales@WalGroupUSA.com www.WalGroupUSA.com
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World Of Fax 60 Fax, Copiers & Laser Printer Parts Specialist Phone: 1-800-634-9329 Fax: 1-866-FAX-PARTS WorldOfFax.com CopierPartsStore.com
June 2013 l www.enxmag.com
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e n x PARTS FOR COPIERS & PRINTERS
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TECHNICAL TIPS
Xerox 7425 Style Fuser Modules - Part 2
H
By Britt Horvat
Repairing and rebuilding the fusers for WC-7425, 7428, 7435 and Phaser 7500
ello again! Welcome back for Part 2 on the WC-7425 style Fuser Modules. Last month we took one of these things about half way apart and now we’ll finish the procedure up. First let’s do a quick refresher, and then get going towards removing the Fuser heat Roller.
In Part 1 of this procedure (steps 1-4), we removed the two “outer” covers and the one “inner” cover. Then we loosened up and disconnected the front heat lamp wires. Next we took some notes about the positions of the Pressure Tower screws, and then backed the screws out so we could hinge the Pressure Sleeve Assembly off of the rest of the fuser. Below is a photo of where we left off. Now let’s get right back into it with the next step.
Exit Idler Assembly and the two other screws are at the very far end (#2 & 3 on Photo #13). With this plate loose you can get to the CRUM board (fuser board). Disconnect it and fish it out of its alcove (see Photo #13). You need to replace the 20 Milliamp fuse (soldering is required).
Photo #12: Screw locations 1 = for Rear Heat Lamp holder plate 2 & 3 = Idler Gear Assembly
Photo #11: Fuser with the Pressure Sleeve Assembly removed… half way there!
5. Remove the Heat Roll Stripper Plate (black plastic, 3 screws), but first mark either end to help guide you later during reassembly.
6. Next you’ll want to clear up a little bit of clearance for the Heat Lamp to shift towards the rear end (you will need every millimeter of clearance you can get). To loosen up the metal plate which holds the rear ceramic plate, remove one screw (screw #1 on Photo #12). 7. Loosen up the Far Rear End metal frame (the one which holds the Main Fuser Connector) by removing 3 screws. One of the screws (#1 on Photo #13) is near the 62
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Photo #13: More Screw locations Screws 1, 2 & 3: for Rear Far-End Frame
which holds the Main Fuser Connector, etc.
8. Let’s get the Exit Idler Gear Bracket out of your way next, because it will get in the way of removing the Heat Roller. Remove two screws (#2 & 3 on Photo #12).
9. Now very gently turn the fuser over (the heat roll is loose at the front end, so it will drop down a bit and you don’t want to damage the glass lamp by any sudden moves). Remove one screw from the wiring harness channel piece, which is a We Saw It In ENX Magazine
7425 style Fuser Module
black plastic piece which holds several wires (see Photo #14) and then pry from above with a small flat-head screwdriver (see Photo #15).
10. Next comes the Thermistor / Thermostat Assembly. Remove the 5 screws along the length of it (see Photo #16), then shift the Far Rear Metal End Plate towards the rear end, lift the front end of the Thermistor / Thermostat Assembly, and “hinge” it away from the frame (see Photo #17). Be especially careful not to damage the Thermistor head which is tucked under the metal frame nearest the rear end. 11. Now free up the front wires of the Fuser Heat Lamp by first shifting the lamp and all of the metal plates near the rear end of the lamp towards the rear end until the wiring at the front end has just enough clearance to sneak it out from under the lamp’s front metal holder plate (see Photo #19). 12. With the wires freed up, you can now lift the front end of the Fuser Heat Roll up and slide it out over the twin Heat Lamp Assembly (see Photo #20).
13. Now just as you thought you have this thing licked, you still have one more bit of trepidation. You need to come up with some gentle yet powerful way to remove the Heat Roll Bearings. These are pressed in place. I found that a large pair of channel locks and a hammer did the trick (see Photo #21). Hammering the bearings onto the new heat roll continued on 64
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TECHNICAL TIPS
Xerox 7425 Style Fuser Modules - Part 2
Repairing and rebuilding the fusers for WC-7425, 7428, 7435 and Phaser 7500 continued from 62
Photo #14 & 15: Releasing the Wiring Channel: 1 screw and then pry as shown.
Photo #16: Releasing the Thermistor / Thermostat Assembly: (5 screws)
Photo #17: Pull up on Front End of the Thermistor / Thermostat Assembly
Photo #18: “Hinge away” the Thermistor / Thermostat Assembly.
offered a similar challenge. Make sure to put the bearings on the new heat roll so that the flanges are away from the Photo #20: Slide the Heat Roll off over the Lamp gently. center of the roller (you don’t want to have to remove the bearings once they’re on, that’s for sure). You can use one bearing to help push the other one onto the front end. Then slide the second bearing onto the rear end where the cutout for the Drive Gear is. It needs to slide on just beyond where the cutout ends. I found that I needed the channel locks again to get it on the last couple of millimeters.
Now you can go ahead and reassemble everything. Take your time-you’ll find that there are little indexing nubs on several of the metal plates which helps get them positioned properly during reassembly. Photo #21: Remove the Heat Roll The black plastic Bearings with a little finesse. Stripper Plate is one place you want to pay close attention to what you’re doing. Use the marks you made to find the plate’s original position as closely as you can. There is plenty of play there; you want the plate as close to the heat roll’s surface as possible on either end, without allowing it to make contact.
That’s a wrap! Hopefully with this set of articles in hand, you’ll find this fuser a little less intimidating. I’m confident that after having rebuilt a few of these, they will become familiar and a whole lot easier to work on. u
Photo #19: Sneak the Heat Lamp wires out.
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Britt works for The Parts Drop, a company whose primary business is providing parts, supplies and information for Xerox brand copiers, printers and fax machines. You can find more information, including many of Britt’s past ENX articles on their website, www.partsdrop.com . If you’d like to read more about Xerox brand office equipment, there’s also a complete listing of past articles under contributing writers on the ENX website (www.ENXMAG.com ) We Saw It In ENX Magazine
PRINTER TECH TIPS
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HP Color Plane Registration (CPR) Problems
Most common printers involved:
CLJ CM1015, 1017 – CLJ2600, 2605 – CLJ3000, 3600, 3800, CP3505, CLJ4600, 4650, CLJ4700, CP4005 CLJ5500, 5550 and a number of higher end single pass HP color printers.
Problem:
Either out of the blue or after replacing a laser scanner assembly, DC controller or formatter, having one (or more) colors print out of alignment. In these printers, the DC controller along with formatter stores the scan parameters for each of the laser scanners. When one is changed, the stored settings are applied to the new component so in some cases may have one or more colors shifted in any X or Y axis compared to the other colors. When this occurs most technicians utilize the “CALABRATE NOW” function from the printer menus which we have had minimal success with.
At this point it is suggested to then run the “CALABRATE NOW” function from the printer’s internal menu. In some cases we found you would have to power cycle the printer (off/on) for the reset to work. If this listed procedure does not correct the CPR problem, perform a COLD RESET and secondly an NVRAM RESET.u
This Tech Tip is contributed by Laser Pros (www.laserpros.com). Email any questions to marketing@laserpros.com.
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TECHNICAL TIPS
TECH HELP
Subject: Toshiba e-350 “Network Initializing”
Question: Hey guys, I have a Toshiba e350 with network initializing in the corner of the screen that never goes away. I have tried 08- 669,693,947,1001,1120 and I have updated the firmware. This machine isn’t being used as a printer yet, but it seems that it may be a problem later. Any ideas? Thanks.
Answer: If you’ve done all that, it’s probably a bad NIC card, or a bad HDD, in that order. The last resort would have been the 08/693. If that doesn’t work, then it’s probably the hardware. You can get a NIC card out of just about any older Toshiba where the NIC card is common. Putting in another NIC card accompanied by star washers between it and the frame help too; evidently, the older NIC cards would not properly ground to the frame, so adding some star washers helped keep them alive longer. Question: Thanks for the help.
Answer: I would go with the HDD first. I believe it is just a plain old 80GB IDE.
Answer: There is a reset procedure for the NIC card. Power off machine, pull the NIC, put jumpers to fac, reinstall and power on. Watch the lights on the NIC card. When they alternate, that is when you should power off, then remove the NIC and reset jumpers, reinstall and test. Question: Thanks guys, I will give it a try. Question: What is fac? Is this a spot on NIC card? Thanks.
Answer: Fac is the factory mode for testing the NIC card. The NIC card has a set of jumpers that when set to fac and reinserted into the machine will reset the card to the factory default. To reuse the NIC you need to move these jumpers back to the original position or it will not come ready.
Answer: I had this today on a 202l. 08693 didn’t work, 08-690 didn’t work. But 08-691 worked; leave it at 2 then reboot. Also 08-1001 resets NIC board but I didn’t need to go that far.
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Subject: Toshiba 2830c Not Printing Color Red In Copy Mode
Question: I have a Toshiba 2830c that only prints red from the network. When in copy mode from glass or ADF the red looks more gold or brown but not close to red. Even in mono colors red looks gold, and any text or image that is red comes out looking more like a gold brown. When printing from network, the reds are nice and solid no problem. All the calibrations charts the colors are nice and solid as well. I swapped out magenta and yellow developers, and still no change. Did some of 05 adj, but no change. All firmware is current.
Answer: Did you go through and clean the copier? That’s how I fixed the problem. Question: Not exactly sure what you mean by clean the copier. I did pull the laser unit and transfer belt out and all DV units. And I cleaned the optics under the glass. Like I said, prints from the network with any red text or image looks good. Only the copy mode red looks more like gold brownish.
Answer: You kind of answered your own question in your question. If it only prints bad from the glass and RADF then that eliminates everything below the scanner. Meaning the problem is in the scanner. I’d start by cleaning the lamp and mirrors real good. If that doesn’t do it then you might want to swap out the lens unit. Oh, and even though this should be obvious, don’t forget the gamma adjustments. Answer: Gamma adjustments? Are you turning him into the Hulk? Answer: I don’t want to make you angry; I won’t like it if you get angry. Let me change that to “color calibration”.
Subject: Konica Bizhub C350 Error C12C0
Question: Does error C12C0 mean the hard drive needs changing or that is needs to be remounted? Please advise.
We Saw It In ENX Magazine
Answer: It means it’s unable to communicate between the hard disk and MFP Control Board (PWB-MFP). Question: Thanks. I have that info but no experience on the machine. In your experience with this error, are you usually changing the hard drive? Answer: More than likely the drive has failed. If I remember correctly you can unset the HDD in service mode. But if they are scanning to email you have to replace the drive. If not you can unset it and unplug it and the machine won’t care.
Question: Thank you. That is very useful information. I will check with the customer.
Answer: You should still be able to scan to email without the hard drive but if they are using TWAIN or something similar to scan, then you will need the HDD. You can turn it off in the service mode but you shouldn’t need to unplug it. Answer: CAUSE: Either a failed hard drive or the hard drive option has not been properly installed. SOLUTION: To see if the hard drive is set in the TECH REP mode, perform the following: 1. Enter the TECH REP mode. 2. Select SYSTEM INPUT 3. Select HARD DRIVE. 4. Select UNSET, the END and FIN. TIME to return to the copy screen. 5. If the optional HD501 (Item #4599301) does not function, replace as needed. Question: Thanks for all the info. I should be able to solve the problem now.u
Tips appearing in this section are reprinted courtesy of Smarka! The Copier Tech’s Info Source. Tips are randomly selected from submissions emailed to Smarka! Smarka! and ENX Magazine make no guarantees as to the accuracy of tips presented here. Email your tips to Tips@smarka.com. All tips become public domain.
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