September 2009 Office Technology

Cover Sept 09:Cover Sept 09 8/25/09 4:11 PM Page 1

www.outsourcemanagement.com

Managed Print UManaged Print UManaged Print U4moooo

KEEPING THE INDEPENDENT DEALER, INDEPENDENT

INDEPENDENT:INDEPENDENT:

• free from the infl uence or control of others• free from the infl uence or control of others

• not dependent on anything else for function or validity• not dependent on anything else for function or validity

• capable of acting for oneself or on one’s own• capable of acting for oneself or on one’s own

• not relying on the fi nancial support of others• not relying on the fi nancial support of others

• keeping your client database secure• keeping your client database secure

INDEPENDENT:

• free from the infl uence or control of others

• not dependent on anything else for function or validity

• capable of acting for oneself or on one’s own

• not relying on the fi nancial support of others

• keeping your client database secure

Today’s responsible organizations are looking toward green initiatives to reduce the costs incurred by paper-based processes. OMI’s Managed Print4u will assist with the manage-ment of corporate printing infrastructure and operations.

Executives and business owners are concerned with the amount of money and time spent on supporting corporate printing related infrastructure. The increased costs of paper com-munications including hardware, postage, labor and supplies are forcing organizations to re-think how they procure, manage, service and, more importantly, reduce operational costs associated with print related infrastructure.

Managed Print4u is an independent program offered to our partners that include: consulting best practices, software or a managed service to organizations looking for ways to reduce costs associated with print infrastructures. The program will allow your customers to transfer printer asset management gradually or immediately to your print services program.

Managed Print4u will assist the partner in providing Managed Services that will ultimately broaden client service offerings and create a strategic Partner/Client relationship by avoiding commodity buying cycles & behavior at contract end.

The value of Managed Print4u to both Partner and Client will ultimately translate into lower costs and better management of assets by: reducing capital expenditure on new purchases of hardware; providing better utilization of current assets, supply and parts accountability; lowering help desk support costs; and providing critical business intelligence in an under managed expense area. By contracting management duties surrounding corporate print infrastructure activities such as help desk, management, reporting and other operational processes to a Certifi ed Managed Print4u Partner, organizations can defi ne objectives and contractually control costs.

The Managed Print4u Partnership program provides a road map to allow your client to redirect wasteful spending to more strategic projects ultimately making you a trusted business partner for years to come.

For more information on OMIʼs Managed Print4u Independent Program please contact us:Phone: 770-814-4284 or email: [email protected]

About OMI: Outsource Management, Inc. has provided consulting, software, integration and managed services to assist organizations in the reduction or elimination of paper-based processes for over a decade. OMI manages critical lifecycle components of a paper-based process beginning with the application, document composition, workfl ow, management and output. Areas of reduction and management include: printer asset reduction, lower postage rates and reduction in labor, reduction of consumables spend or any paper based reduction measurement.

mooooTM

Statement WebStatement Web2 TM

MANAGE • COMMUNICATE • THRIVE

www.outsourcemanagement.com

Managed Print UManaged Print U4TM

Better Prospecting Results

Get a meeting using the

decision-maker’s assistantby Kate KingstonKingston Training GroupMany salespeople miss out on oppor-tunities to set C-level meetings because they fail touse the assistant when prospecting. Most of the time,salespeople do not know what steps to take to enrollthe assistant in the process of scheduling a meeting.

MPS Strategies for Success

Proven steps toward an

effective business modelby Peter HendrickKyocera Mita America Inc.As a dealership owner, you haveevolved your business with chang-ing technologies and shifting market directions. Onelucrative shift in the small and medium-sized business(SMB) market is the advent of managed print services(MPS), an innovative approach that can yield newopportunities for expansion and profitability. ProvidingMPS as a part of your business structure is critical andtime-sensitive.

4 | w w w . o f f i c e t e c h n o l o g y m a g . c o m | S e p t e m b e r 2 0 0 9

CONTENTS

The Eco-Friendly Office

Vendors demonstrate

commitment to the causeby Brent HoskinsOffice Technology MagazineKermit the Frog has been quot-ed as saying that it isn’t easybeing green. Easy or not, “beinggreen” — not in color, but inphilosophy and practice — isbecoming of greater importance in the office technolo-gy industry. Today, the public consciousness of the needto conserve resources and protect the environment isat an all-time high.

Volume 16 � No. 3

16

10

F E A T U R E A R T I C L E S

24 Collaborative Leadership

Creating a workplace

where teamwork flourishesby Joanne L. SmikleSmikle Training ServicesCollaboration is not simply thedomain of the lower levels of the organization. It isalso the responsibility of senior leadership. Executivedirection is required to build the sustainable collab-oration required to create a healthy organization.

S E L L I N G S O L U T I O N S

Sales Training

A sales manager’s guide

to who you should trainby Teresa HiattRicoh Americas Corp.Although we can conceptually agreethat sending sales representatives to sales educationcourses is a good idea, we have all heard the twobasic complaints. While these complaints are valid,research shows they are more related to who attends.

28

D E P A R T M E N T S

6

8

30

Executive Director’s Page

BTA President’s Message

Advertiser Index

C O U R T S & C A P I T O L S

26

23 Hiring New Employees

Building human resources

for the economic recoveryby Robert C. GoldbergBTA General CounselThe economy is starting to show some indication ofthe recession’s end. It will, no doubt, be awhile beforebottom lines improve, but with a sense of optimismcoupled with preparation, it seems to be a good time toaddress one of the most important factors in our busi-nesses: our employees. Of course, our first loyalty willbe to those employees who took pay cuts, shortenedworkweeks, furloughs, layoffs and the like. Wheneverpossible, we will want to reward their allegiance.

P R I N C I P A L I S S U E S

Business Technology Association� Education Calendar

� BTA Highlights21

04OT0909:04OT0909 8/28/09 8:59 AM Page 4

Docuware ad Aug 08 Member logo:Layout 1 7/24/08 4:53 PM Page 1

Executive Director/BTAEditor/Office Technology

Brent [email protected]

(816) 303-4040

Associate EditorElizabeth Marvel

[email protected](816) 303-4060

Contributing WritersPeter Hendrick, Kyocera Mita America Inc.

http://usa.kyoceramita.com

Teresa Hiatt, Ricoh Americas Corp. www.ricoh-usa.com

Robert C. Goldberg, General Counsel Business Technology Association

Kate Kingston, Kingston Training Groupwww.kingstontraining.com

Joanne Smikle, Smikle Training Serviceswww.smiklespeaks.com

Business Technology Association12411 Wornall Road

Kansas City, MO 64145(816) 941-3100

www.bta.org

Member Services: (800) 505-2821BTA Legal Hotline: (800) 869-6688

Valerie BrisenoMembership & Marketing Manager

[email protected]

Mary HopkinsDatabase Administrator

[email protected]

Teresa LeerarBookkeeper

[email protected]

Brian SmithMembership Sales Representative

[email protected]

©2009 by the Business Technology Association. All RightsReserved. No part of this publication may be reproduced by anymeans without the written permission of the publisher. Everyeffort is made to ensure the accuracy of published material.However, the publisher assumes no liability for errors in articlesnor are opinions expressed necessarily those of the publisher.

EXECUTIVE DIRECTOR’S PAGE

Many of us have

shifted our fo-

cus to being

more environmentally

sensitive through recy-

cling, energy conserva-

tion, etc. Today, our ef-

for ts in thi s area are

quite different than they were in years past.

The cover story in this issue highlights

some of the eco-friendly efforts of three

companies. Certainly, many companies have

made impressive strides dedicated to help-

ing the environment. Is that true of your deal-

ership, your customers and your suppliers?

To provide some gauge of the impact that

“green” is having within the dealer channel, I

sent a brief e-mail survey to a portion of our

dealer readers. Below are the questions and

percentages of those who selected each pos-

sible answer. How do your answers compare?

Based on recent sales and dialog with

customers, which of the following best

describes the extent to which the green,

eco-friendly nature of the products you

sell (i.e., energy-saving features) are of

interest to the majority of your customers?

� 17 percent — It is not very important

to them.

� 64 percent — It is somewhat impor-

tant to them.

� 19 percent — It is becoming ver y

important to them.

The majority of the time, if there is any

discussion between your dealership’s

sales rep and the customer in the sales

process about green, eco-friendly pro-

duct features, who do you believe first

brings it up in the conversation?

� 22 percent — The customer

� 78 percent — The sales rep

Do you have customers who you be-

lieve would actually be willing to pay

more for technology in the workplace

that is designed to use less energy, help

the environment, etc. (as consumers do

when purchasing hybrid automobiles)?

� 31 percent — Yes

� 69 percent — No

Which of the following best describes

the green, eco-friendly program/in-

itiatives/focus of the primary manufac-

turer whose copier/MFPs you sell?

� 3 percent — I have not really noticed any

real focus within the company in this area.

� 35 percent — The company seems to

only have a mild focus in this area that is

occasionally referenced in its brochures, on

its Web site, in dialog with my dealership, etc.

� 61 percent — The company has publicly

demonstrated a very impressive level of dedi-

cation to helping the environment in the man-

ufacture and functionality of its products.

Briefly describe what your customers

see in terms of your dealership’s commit-

ment to the environment as it relates to

the products you sell, your community

efforts, your building’s use of energy, etc.

� “Recycling of old machine components,

kilowatt usage comparisons and savings,

promotion of consolidation of orders to facil-

itate carbon footprint reduction, delivery

vehicles with reduced carbon monoxide

emissions/fuel consumption reduction and

less paper usage in consolidated billings.”

� “We provide containers to our clients to

dispose of any cartridges used (not just ours).

We then sort and coordinate recycling.”

To see more responses to this final ques-

tion, visit The Idea Exchange on the BTA

Web site, www.bta.org. �

— Brent Hoskins

Is ‘Green’ a Partof Your Message?


®

06OT0909:06OT0909 8/28/09 9:10 AM Page 6

ECO-nomical. ECO-logical.

ECOSYS Printers from Kyocera.

Customers afraid to look at whattheir printers really cost?

Help them make the wise choice.

Typical Printer Kyocera Printer

© KYOCERA MITA Corporation. KYOCERA MITA America, Inc. 2009 Kyocera Corporation.

Printer’s performance is simulated. Cost savings are for similar size printers having comparable prints-per-minute, paper size, memory, processor speed and rated print volume and based upon usage assumptions. Actual cost savings will vary.

How much did your customers spend on printing last month? How about last year? If they are like most companies, it’s probably too much. Switching to ECOSYS Printers from Kyocera could save your customers hundreds, even thousands of dollars per year. That’s because Kyocera’s durable long-life consumables mean less waste, reducing costs and lowering impact on the environment. Brilliant color, crisp black and white, and low Total Cost of Ownership. Now that’s a wise choice.

Calculate your customers’ costs today.Visit our TCO Tracker at www.kyoceramita.com.

Kyocera ad Sept 09:Layout 1 8/20/09 2:37 PM Page 1

BTA PRESIDENT’S MESSAGE

Each year, I look for-

ward to attending

the BTA Southeast

Fall Colors Conference in

Waynesville, N.C. Have you

attended this event? If not,

I encourage you to do so. It

is held in a relaxing and

enjoyable setting that provides a very wel-

come break from our busy lives. It also pro-

vides valuable information, guidance and

insight that will help you in your business.

This year’s conference will be held Oct.

16-17 at the Waynesville Inn Golf Resort &

Spa, the setting for this district conference

in recent years. This historic mountain

lodge will make you feel as if you have

stepped back in time, yet it has modern

amenities (e.g. , free wireless Internet

throughout the resort, etc.). It provides pris-

tine mountain views and nearby fishing,

boating and hiking opportunities, as well as

scenic drives. If you like to play golf, it offers

a 27-hole championship golf course.

It is the perfect venue to learn from the

presenters at the conference. They include

Jeff Westerberg of Westerberg & Associates

Consulting, Sally Brause of GreatAmerica

Leasing Corp. and Jim Kahrs of Prosperity

Plus Management Consulting Inc. Our pre-

senters will be leading consecutive educa-

tion sessions on Saturday morning, Oct. 17,

providing attendees with a wide range of

business strategies for success. You can see

more details on their presentations on the

page opposite this column.

At this year’s conference we are adding a

new item to the agenda. Late Friday after-

noon , O ct . 16 , as th e conference gets

underway, there will be three round-table

discussions focused on areas of great

interest to all dealers — accounts receiv-

able, disaster recovery and leasing. Atten-

dees will have an opportunity to attend

each of these rotating discussions.

In addition, as a front runner to the confer-

ence, we will be offering the FIX: Cost Man-

agement for Service Workshop on Friday, Oct.

16. This class is taught by BTA Immediate

Past President Ronelle Ingram. If you have not

heard Ronelle present in the past, I can tell

you that you will find her teaching style to be

very enjoyable. This is an interactive, high-

energy workshop that is packed with practical

guidance that will help you take your service

operation to new heights. Anyone who

attends this workshop will receive free Gen-

eral Registration to the conference.

Of course, the conference will also provide

opportunities to network with your fellow

dealers — what I like to call “hallway educa-

tion.” Following the round-table discussions

on Friday will be a welcoming reception. On

Saturday evening, BTA Southeast will host a

dinner for attendees. The schedule leaves

Saturday afternoon open to enjoy the city of

Waynesville and the surrounding area.

That leads to the final reason to attend

this year’s conference: The dates coincide

with Waynesvi l le’s 21st annual Apple

Harvest Festival, set for 10 a.m. to 5 p.m. on

Saturday, Oct. 17, in the city ’s historic

downtown. The event features handmade

arts and crafts, locally-grown apples and

apple products for sale. In addition, the fes-

tival includes food vendors of all types, edu-

cational and information booths and

authentic mountain music.

For more information on the Fall Colors

Conference, visit www.btasoutheast.org,

www.bta.org or call (800) 234-8996. �

— Bill James

Attend Oct. 16-17BTA Southeast Event

®

2009-2010 Board of Directors

PresidentBill James

WJS Enterprises Inc.3315 Ridgelake DriveMetairie, LA 70002

[email protected]

President-ElectRock Janecek

Burtronics Business Systems Inc.216 S. Arrowhead Ave.

San Bernardino, CA [email protected]

Vice PresidentTom Ouellette

Budget Document Technology251 Goddard Road

Lewiston, ME [email protected]

BTA EastTodd J. Fitzsimons

Network Imaging LLC122 Spring St.

Southington, CT [email protected]

BTA Mid-AmericaRon Hulett

U.S. Business Systems Inc.3221 Southview Drive

Elkhart, IN [email protected]

BTA SoutheastTerry Chapman

Business Electronics Corp.219 Oxmoor Circle

Birmingham, AL [email protected]

BTA WestLokke PatrickDocutxt Corp.

11110 E. Artesia Blvd., Ste. BCerritos, CA [email protected]

Ex-Officio/ImmediatePast President

Ronelle IngramSteven Enterprises Inc.

17952 Sky Park Circle, Ste. EIrvine, CA 92614

[email protected]

Ex-Officio/General CounselRobert C. Goldberg

Schoenberg Finkel Newman & Rosenberg LLC222 S. Riverside Plaza, Ste. 2100

Chicago, IL [email protected]


08OT0909:08OT0909 8/29/09 10:59 AM Page 8

BTA SE Fall 09 ad:Layout 1 8/29/09 11:06 AM Page 1


by: Brent Hoskins, Office Technology Magazine

The Eco-Friendly OfficeVendors demonstrate commitment to the cause

Kermit the Frog has been quoted as

saying that it isn’t easy being

green. Easy or not, “being green”

— not in color, but in philosophy and prac-

tice — is becoming of greater importance

in the office technology industry. Today,

the public consciousness of the need to

conserve resources and protect the envi-

ronment is at an all-time high and ven-

dors are working hard to demonstrate

their commitment to the cause.

Most would agree that the efforts of

vendors to help the environment, at least

through the conservation of energy, are nothing new. The

Energy Star logo, for example, has been seen on copier/

MFPs for a number of years, providing an indication of com-

pliance to a U.S. Environmental Protection Agency program

that is designed to identify and promote energy-efficient

products. However, it appears, in recent years, end users are

now becoming more aware of and grateful for certain

energy-saving and resource-saving product features.

“What we are seeing in the marketplace is that customers

are being driven to create more environmentally friendly

printer infrastructures,” says Tom Walter, director of after-

market sales, marketing and operations for Toshiba America

Business Solutions Inc. “That means they want to have

machines that are running in the most optimized state,

duplexing, not printing additional pages, providing auto-

sleep and not draining a lot of energy. Those are part and

parcel of the things they are seeking.”

In addition to the desire to reduce print-related energy

use in the workplace — “printergy” as he refers to it —

Walter says today’s end users are also taking into considera-

tion the bigger picture. That is, they are concerned about the

device’s impact on the environment resulting from the paper

that is used in its operation and its manufacture — “things

like the number of trees that are con-

sumed and the amount of wastewater

that is being generated.”

An IDC study affirms the growing rela-

tionship between technology and the

interest in helping the environment. A

“green IT” study in September of 2007 indi-

cated that nearly 20 percent of the 292 U.S.

companies surveyed selected “very impor-

tant” when responding to the question:

“How important to your senior manage-

ment is the goal of reducing your organiza-

tion’s environmental impact through green

IT initiatives and policies?” When the survey question was

addressed again by 300 U.S. companies one year later, the

number selecting “very important” had doubled to 40 percent.

Today, says Walter, 60 to 70 percent of the major account

RFPs Toshiba receives include requirements that relate to

preserving the environment. “As you get into mid-sized and

larger-sized businesses, senior management is consistently

making purchase decisions based upon environmental initia-

tives,” he says. “Some people say, ‘Well, green is important, but

nobody is willing to pay for green.’ I have a plethora of data

points that indicate otherwise.”

Walter cites, as an example, the growing number of

hybrid automobile purchases. “We know that people who

are buying hybrid vehicles at a premium are never going to

realize an ROI in purchasing that vehicle,” he says. “They are

purchasing hybrids because their customer behavior leads

them to do so. It is their will. That is their mindset.”

That will and mindset is particularly apparent among

younger people, says Walter. “We all know they are going to

be the decision-makers of tomorrow,” he says. “They will def-

initely make decisions favoring companies that have the

same sustainability values that they do.”

Keith Kmetz, vice president of Hardcopy Peripherals

Cover Story Sept 09:Cover Story Sept 09 8/28/09 1:52 PM Page 10

OPPORTUNITY

Total Managed Print,™ the industry’s most comprehensive MPS offering, is your best opportunity to drive 25% YOY sales growth, increase customer retention and generate predictable revenue streams. If you are not yet ready for a full MPS commitment, our PageStart™ program is a fast, convenient approach to help you ease into Total Managed Print™ and develop your MPS business model.

Whether you’re just getting started or want to take your MPS business to the next level, partner with the only manufacturer with a full line of printing technologies, including exclusive MPS-Ready Color and Mono printers.

Experience 25% business growth withTotal Managed Print™ from OKI Printing Solutions!

Expect More

BTA

OF

FIC

E T

ECH

NO

LOG

Y S

EP

T 09

D

OM

US

, IN

C. 2

1577

228

00

Have an OKI representative contact youand learn more about Total Managed Print™

by visiting www.okiprintingsolutions.com/TMP

Mono MFPsColor MFPs Mono PrintersColor Printers Dot Matrix Printers Label Printers POS Printers

Feel like a partner again with OKI Printing Solutions© 2009 Oki Data Americas, Inc. OKI, Reg. T.M., Oki Electric Industry Co., Ltd., Reg. T.M. Oki Data Corporation.

OKI ad Sept 09:Layout 1 8/17/09 1:28 PM Page 1

Solutions and Services for

IDC, offers a similar obser-

vation. “I did some focus

groups with the under-30

professional crowd,” he says.

“It was pretty amazing to

listen to the comments of

these individuals who grew

up in the ‘recycling era.’ It

has been ingrained in their

behavior since they were

young children and now as

young adults to be sensitive

to the environment.”

Certainly, the industry’s vendors have embraced society’s

growing interest in and commitment to protecting the envi-

ronment. And while each copier/MFP manufacturer has

made strides in this area, a brief look at two vendors, Toshiba

and Konica Minolta, illustrate the increased eco-friendly

efforts that have captured the attention of many end users.

Both have pursued corporate initiatives and made advances

in product design that are intended to reduce energy con-

sumption and conserve resources.

Looking solely at a couple of its corporate initiatives, one

of Toshiba’s most recent announcements was its partner-

ship with Close the Loop, a zero-waste-to-landfill recycling

program that facilitates the recycling of collected consum-

able supplies, such as cartridges, drum units and toner

bottles. The collected materials are used to manufacture

eLumber, a lumber alternative used to make such products

as park benches, fences, furniture and planters.

“When we announced this last October, we had the

expectation that we would place 500 collection boxes for the

Close the Loop program within the first six months,” says

Walter. “In fact, during those six months we placed 1,490

collection boxes. Today, we now have 1,962 customers that

have registered and we have placed 1,779 collection boxes.”

Walter notes that participation in the program is free of

charge to both end users and dealers. “Certainly, this is

something that has cost us a lot of money,” he says. “But,

we’re not passing that cost on to anyone and we’re not

building it into our product. We are taking on the cost as

part of doing business because we believe we have a respon-

sibility to do so.”

A second key corporate initiative of Toshiba is its Environ-

mental Vision 2050. “This is a program that is tied to the

timeline and agreements from the G8 Summit that was held

in June of 2007,” says Walter.

“At that summit, there was

an agreement to try to half

greenhouse gas emissions by

the year 2050. So, in con-

junction with that agree-

ment, Toshiba has devel-

oped Environmental Vision

2050 which, in essence, is a

mandate to reduce our car-

bon dioxide emissions by a

factor of five by 2025 [the

equivalent of 57.6 million

tons per year] and a factor of 10 by 2050.”

While Konica Minolta Business Solutions U.S.A. Inc. has

corporate initiatives related to protecting the environment as

well (including a cartridge recycling program), a look at a few

advancements at the company demonstrate the type of

strides vendors are also making to ensure eco-friendly

product design. Kevin Kern, vice president of marketing, cites

the company’s magnetic induction heating (MIH) feature,

introduced in 2005, used increasingly in Konica Minolta prod-

ucts. “This allows the machine to be in a very low power state

and, within 20 seconds, start printing again,” he explains, ref-

erencing a past and current model to illustrate the benefit.

“The C450, which is a predecessor to the C550, was 10 pages

per minute slower than the C550, but the C550 uses 41

percent less energy because of MIH. Also, one of the unique

features of this technology is its ability to sense the paper

width and only preheat a certain part of the fuser roller.”

In 2003, prior to MIH’s introduction, Konica Minolta

launched its Simitri polymerized toner with a goal, in part,

to lessen the impact of toner production on the environ-

ment. “Simitri toner requires between 32 and 40 percent less

electricity to manufacture,” he says, noting that there is an

“approximately 40 percent reduction in CO2 emissions

during production.”

Among the other recent strides cited by Kern: the labeling

of plastic parts with labels that can be removed and leave no

adhesive residue, better facilitating the recycling of the

parts; toner bottles made of polyurethane allowing them to

be recycled alongside soda bottles; and a new color MFP

series (set to launch this month) that is 10 percent smaller,

offers higher consumable yields and requires 35 percent less

electricity than the prior generation. “Everything we do is

designed to reduce energy for print and reduce total elec-

tricity consumption,” says Kern. “This is at the core of the


“When we announced thislast October, we had theexpectation that we wouldplace 500 collection boxesfor the Close the Loop program within the first sixmonths. In fact, duringthose six months, we placed 1,490 ...”

— Tom WalterToshiba America Business Solutions Inc.


©2009 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. HP shall not be liable for technical or editorial errors or omissions contained herein.

HP ad Sept 09:Layout 1 8/28/09 12:42 PM Page 1

DNA of our R&D. It is in our

corporate culture.”

Of course, while hard-

ware manufacturers have

made noteworthy strides to

help the environment, they

are not alone among players

in the office technology in-

dustry. Some may argue that

by their nature, cartridge re-

manufacturers are among

th e leaders in th e green

movement. A quick look at

Clover Technologies, a private-label remanufacturer of laser

and inkjet cartridges, illustrates the significant difference

one company can make in keeping cartridges out of land-

fills. “We are collecting in total 5 million units per month,”

says Brian Regan, executive vice president of Clover Tech-

nologies. “That means that each month, Clover prevents

about 5.2 million pounds of

plastic and metal from being

dumped in landfills.”

Clover shares the credit for

this eco-friendly practice

with its customers. “On a

monthly basis, we quantify

for them the amount of raw

materials diverted from land-

fills due to their cartridge col-

lection activity and pur-

chases,” says Regan. “Through

our environmental impact

reporting we are able to say, ‘Here’s how much

you diverted from the landfill this month.’” �Brent Hoskins, executive director of the

Business Technology Association, is editor

of Office Technology magazine.

He can be reached at [email protected].


“We are collecting intotal 5 million unitsper month. That means that each month, Cloverprevents about 5.2 millionpounds of plastic andmetal from being dumpedin landfills.”

— Brian ReganClover Technologies


FMAudit ad May 09:Layout 1 4/16/09 2:29 PM Page 1


by: Peter Hendrick, Kyocera Mita America Inc.

MPS Strategies for SuccessProven steps toward an effective business model

As a dealership owner, you

have evolved your business

with changing technologies

and shifting market directions. One

lucrative shift in the small and

medium-sized business (SMB) mar-

ket is the advent of managed print

services (MPS), an innovative ap-

proach that can yield new opportuni-

ties for expansion and profitability.

Providing MPS as a part of your

business structure is critical and

time-sensitive. If you do not start

offering it soon, someone else will.

Take the necessary steps now if you

expect to gain from the full potential

that MPS can bring to your business

— potential that can be translated into additional place-

ments, greater revenue and a new way of protecting your

market share and position.

As MPS adoption spreads, it is proving to be a win-win

model, whereby customers save time, money and perhaps,

best of all, the administrative burden of managing not just

printers, but all their document output devices. MPS also

allows dealerships to develop new revenue streams on

highly profitable consultative partnerships.

However, achieving a winning MPS business model takes

disciplined planning, much like the preparation required for a

marathon race. MPS implementation can be laden with pit-

falls — as can be expected with any worthwhile new business

endeavor. More importantly, it should not be perceived as a

short-term gain or sprint. MPS demands strategic planning on

your part in order to create a clear value-add for your business.

Through our experience with MPS best practices, Kyocera

has identified what can be considered as the top five strate-

gies to follow with the shift toward managed print services.

Act quickly, but do not rush to

implement an MPS program. This

may seem counterintuitive, but to

apply th e spor ts analog y from

above: MPS is not a sprint to see

how fast you can get to the finish

line. It is a marathon that requires

training, preparation and, most of

all, dedication. MPS must be built

into your existing business model,

with the necessary back-end infra-

structure in place and fully tested. It

cannot be an ad-hoc offering to

close a new customer or get a quick

sale. A successful MPS program

begins with establishing the mind-

set that you are ready to take the

next step toward a comprehensive and well-developed MPS

business model. It is equally important that you consider all

the MPS elements and know which of your business part-

ners you can turn to for advice or support.

MPS is so much more than a remote management

system. It is a new way of doing business and building incre-

mental revenue, while at the same time becoming a trusted

advisor to the end user.

Identify your ideal target customer before you start

selling. You must decide to whom you are selling and the

problems that you can solve for that customer through the

implementation of an MPS engagement. When thinking about

your MPS strategy, it is a mistake to take the approach of a

one-size-fits-all solutions provider. Figure out as early in the

strategic planning process as possible how your MPS capabili-

ties will align with the needs of your target customers.

Perhaps you have a customer willing to explore an MPS

beta test or pilot program with your dealership. No matter

what, help customers understand the value proposition of

Hendrick Sept 09:Hendrick Sept 09 8/28/09 11:57 AM Page 10

Supplies Network has everything you needto serve mixed fleets…in one program.

As the largest privately-owned wholesaler of IT supplies and equipmentin the U.S.,we are a strong fulfillment and marketing partner for servingmixed printer and copier fleets. Our total program includes:

• Authorized wholesale source of OEM consumables – HP,Canon,Lexmark, Xerox and other major names. We stock 70 brands in all.

• Top quality compatibles ready for your private label.

• Drop shipping at no extra charge to your customers or technicians.

• Standard 1 and 2 day ground deliverywith 99.8% accuracy.

• The best service: assigned, knowledgable reps; personalizedmarketing campaigns; product/sales training.

• Voted Best Value-Add Source by Recharger Magazine’s Readers.

• Managed Print Services (MPS) for copier and laser printerenvironments. Available as a turn-key solution, or use only theelements you need. No up-front software expenses.

• An aggressive pricing plan!

Ask about our special program for BTA and equipment dealers.Call 866.574.8155 or go towww.suppliesnetwork.com/bta

Supplies Network’s CARBON SiX® is the winner of the MPSLeadership Award for best infrastructure program provider,sponsored by Photizo.

Print Management®

Supplies Network’s headquarters near St. Louis, MO.

Winner 2009, 2008, 2007 and 2006

Project3:Supplies Network ad Sept 09 8/20/09 4:52 PM Page 1

an MPS solution and how you, their

trusted dealership partner, will lead

them through this ultimate cost-saving

transition. From our experience, we

have observed that both mid-size busi-

nesses and certain vertical markets,

including education and healthcare,

hold strong potential for MPS adoption.

Most importantly, lead in a market

segment that is well within your sales

and service “comfort zone.”

Take the time to establish clear sales and service com-

pensation models. Dealers must determine how their organ-

ization will financially accommodate this shift in business-

model strategy and approach or they risk jeopardizing their

own time and effort. For salespeople, compensation must

shift from box selling to include some percentage of the after-

market revenue, which traditionally resides in the service

department. That means salespeople will become consult-

ants. This is a major departure from how the industry has tra-

ditionally sold. Your compensation structure needs to evolve

with the new responsibilities your sales team is being asked

to execute. Failure to adapt to this new reality can demotivate

your sales team and possibly unravel your MPS plans.

Take the time to weigh your various options, like hiring a

new team to focus solely on MPS. Another approach might be

taking a cross-section of your best sales representatives who

will dedicate a predetermined percentage of their time to

building your MPS model. Above all, identify an MPS champion

from your existing staff or hire someone to become the team

leader. Do not be surprised that the MPS champion may be you

for awhile until your team is in place. At some point, you may

pass the baton to one of your team members, but be mindful —

you should still be the MPS champion for your dealership.

MPS also calls for dealerships to specialize in the supply

and service of existing customer devices, which leads to a

fourth potential strategy.

Know the equipment fleet that you will inherit. A

common oversight is failure to conduct a candid assessment

of “knowing what you do not know.” Education is critical

and should be an ongoing element to any successful new

business endeavor. When it comes to MPS, this is especially

true. If unprepared, dealerships can set themselves up for

possible failure in attempting to take over the management

of unfamiliar devices.

It is very likely that a potential MPS customer is using

equipment other than what you sell or have been trained to

service. You will need sufficient service

and supplies education and third-party

supplier support on competitive pro-

duct models to help prevent costly sur-

prises. Developing alternate resources

for parts and consumables will need to

be established, as well as service of unfa-

miliar brands where required. It is im-

portant to point out to your service

team the value of managing an existing

customer fleet. Eventually, the dealership will have opportu-

nities to generate replacement device sales as lease agree-

ments for existing devices end or as wholly owned products

begin to reach the end of their life cycles. When those oppor-

tunities arise, installing highly reliable, low-TCS devices

becomes a logical and more familiar choice for both sales

and service managers.

Resist the urge to rip and replace at the onset of an

MPS engagement. Ultimately, for an MPS program to

succeed at a customer’s location, it must do so without dis-

rupting the customer’s document workf low, business

processes and/or capital expense budgets. At Kyocera, we

have identified two broad types of MPS engagements that

we call “evolutionary” and “revolutionary.”

With a revolutionary engagement, a customer’s existing

devices are completely removed and replaced with new

devices. This is one possible approach, but it could be dis-

ruptive to a customer’s business and it may not be the most

cost-effective for them. The bottom line, in any economy, is

that full displacement/replacement is an expensive proposi-

tion and a difficult sell.

In an evolutionary engagement, centralized service, sup-

plies and billing for a customer’s existing devices are pro-

vided under one CPP contract through your dealership.

Although from a document imaging manufacturer’s per-

spective this may not be the optimal scenario, we under-

stand that this is a likely business possibility when engaging

a customer’s MPS opportunities. In an evolutionary business

approach, your role is to evaluate a customer’s existing

devices and make initial recommendations to optimize

those assets. Over time, those existing devices will require

replacement, giving you the opportunity to replace them

with lower-TCS devices.

A third engagement, and perhaps most common, is a mix

of both an evolutionary and revolutionary opportunity. In

this scenario, a BTA dealership outshines any other MPS

provider. As a dealer, you know how to assess a customer’s

No matter what, helpcustomers understandthe value proposition ofan MPS solution andhow you ... will leadthem through this ...cost-saving transition.


Hendrick Sept 09:Hendrick Sept 09 8/28/09 4:44 PM Page 11

UNITED STATES CANADA 1-800-624-6991 1-800-338-2274

Your Comprehensive MPS SourceFor more information regarding Axess Managed Print Services,

please contact your West Point Products representative or ourManaged Print Services Technical support at 1-800-338-2274 x284.

QUALITY IMAGING SUPPLIES SINCE 1972

In order to launch a successful Managed Print Services program, you must first begin with high quality imaging supplies, proper training, and a strong supporting partner.

This is where West Point Products comes in. In addition to our high quality toner cartridges, we have developed and launched AXESSSM MPS, a comprehensive Managed Print Services program designed to provide our dealers with the complete support package necessary to achieve a competitive edge within the market.

• Quality Toner Cartridges• Sales Support• Technical Support• Monitoring Support• Comprehensive Training

West Point Products ad Sept 09:Layout 1 8/20/09 11:28 AM Page 1

environment, pro-

vide them the pro-

per document im-

aging equipment

and professionally

service that equip-

ment. Add specific

MPS elem ents ,

such as remot e

device manage-

ment and just-in-time supplies replenishment, as well as

document imaging consultation, and you are well on your

way to establishing your MPS business model. However, as

mentioned, be sure your operational infrastructure is in

place to handle the ever-growing flow of MPS customers

coming to your dealership.

There are other MPS strategies that you will need to

embrace, but from our experience, these five are the most

common. A manufacturer’s role should be to assist you in

achieving these strategies by becoming as much of a

trusted advisor to you as you are to your customer.

Some may try to position MPS as being radically dif-

ferent from the way in which the BTA dealer has tradition-

ally operated. In reality, I firmly believe with the right

education and the right business partners, most dealers

will find it is no different from any other technological or

business transition they have made throughout the years.

If nothing else, the key point to remember is that devel-

oping an MPS business model is truly like a well-planned

marathon — patience and discipline will reward you in

the long run. You will open new opportunities for cus-

tomers to save money while increasing your installed base

and, ultimately, growing your sales revenue and profit. �Peter Hendrick is vice president of marketing for Kyocera

Mita America Inc. He leads Kyocera’s marketing initiatives,

including product planning, marketing, branding,

advertising and sales education, as well as Kyocera’s

network and software solutions groups. Hendrick joined

Kyocera in 2002 and has more than 27 years experience in

corporate and product marketing, marketing

communications, channel development and retail

operations. Kyocera’s FASTtrack for

Managed Print Services program provides

dealers with tools and resources to assist

with the integration of an MPS business

model. Visit www.kyoceramita.com or

e-mail [email protected].

... Developing an MPSbusiness model is trulylike a well-plannedmarathon — patienceand discipline willreward you in thelong run.


Hendrick Sept 09:Hendrick Sept 09 8/28/09 11:57 AM Page 12

EDUCATION CALENDAR

October 6-8 BTA Business Planning Workshop Chicago, IL

Taught by Jim Boulden, Tom Callinan and Ed Carroll of Strategy Development, this two-and-a-half-day educational workshop's sole purpose is to set the framework for your team todevelop an operational business plan. Using the case study approach, you will learn how touse the Strategy Development Scorecard, industry statistics and a company’s SWOT analysisas the foundation of your planning process. Once the foundation is in place, the StrategyDevelopment team will teach you how to layer in detailed and quantifiable actions toaccomplish your goals of revenue and profit growth.

16 FIX: Cost Management for Service Workshop Waynesville, NCSuccessful BTA dealers use their service departments to maintain profit margins as new salesmargins decline. FIX, BTA's most popular service workshop, shows you how to compute yourservice cost basis and overhead rates. Workshop instructor Ronelle Ingram, BTA’s immediatepast president and vice president of technical service for Steven Enterprises Inc., Irvine, Calif.,covers proven management and customer service programs to use in your company. This is ahighly interactive, energetic classroom experience. Come prepared to learn in a fun, relaxedatmosphere. Attend FIX and receive free “Fall Colors Conference” General Registration.

16-17 “Fall Colors Conference” Waynesville, NCHeld in scenic Waynesville, N.C., the annual BTA Southeast “Fall Colors Conference” isdesigned for office technology dealership principals, managers and sales reps who arelooking to further strengthen their dealerships. Three round-table discussions will be held onFriday afternoon, followed by a welcoming reception. Saturday morning, three education ses-sions will be held and attendees will also have the opportunity to visit with exhibiting sponsors.Saturday afternoon, attendees are welcome to enjoy the sights of the beautiful Waynesvillearea before having cocktails and dinner. To register, visit www.btasoutheast.org, www.bta.orgor call (800) 234-8996.

November 4-5 BTA Professional Services Workshop Philadelphia, PA

With the focus on software solutions to drive growth and differentiate their dealerships fromthe competition, the formation of a professional services team is an ideal strategy for dealers.Taught by Mitch Morgan of CEO Focus, the BTA Professional Services Workshop focuses onthe critical success factors necessary to build a successful professional services team.

For additional information or to register for courses or events, visit www.bta.org or call (800) 843-5059.

w w w . o f f i c e t e c h n o l o g y m a g . c o m | S e p t e m b e r 2 0 0 9 | 21

Calendar Sept 09:Calendar Sept 09 8/29/09 11:00 AM Page 25

BTA HIGHLIGHTS

The following new members joined BTA during themonth of July:Dealer MembersEagle Systems Inc., Buffalo, NYSouth Shore Office Products Inc.,

Farmingdale, NYCoast to Coast Equipment & Supplies Inc.,

St. Louis, MOGoodremont’s Inc., Toledo, OHMatrix Laser Care, Ramsey, MNApplied Business Concepts LLC, Baton

Rouge, LACommercial Data Systems & Supplies,

Shelby, NCWilliams Office Equipment, Americus, GALewan & Associates Inc., Denver, COWoodburn Co., Everett, WA

Vendor Associate MembersCEMS Co. Ltd., South KoreaGlobal Printer Services Inc., McFarland, WIDigitek Computer Products, Dulles, VA

Service Associate MembersMESCA Transport Services, Augusta, MECEO Juice, San Diego, CA

For full contact information of thesenew members, visit www.bta.org.

BTA ProFinance

John Hey and John Hanson of StrategicBusiness Associates will teach you the financialterms and relationships that helped them makethe decisions that built their company from a $5million to a $150 million enterprise. For moreinformation, visit www.bta.org/ProFinance.

For more information on BTA member benefits,visit www.bta.org.

For the benefit of its dealer members, eachmonth, BTA features two of its Vendor or ServiceAssociate members in this space.

BTA Service Associatemember Print Trackerprovides the simplestsolution for collecting

meters, toner and service information frommultifunction printers and copiers. Presentingreliable, full-range functionality, Print Trackerproducts are designed to specifically addressthe dealership’s needs. Print Tracker is easy touse, efficient and will save you time andmoney. Serving dealers in North and SouthAmerica, and recently surpassing the 10 millionmark in meter data returns, you can be assuredthat all your service needs will be met.

www.printtracker.net

BTA ServiceAssociate member CEOJuice seeks to solve

problems for the small copier/MFP dealer.Running a small copier/MFP dealership has itsown particular set of problems and thoseproblems run the gamut — from determiningwhy contracts continue to be barely profitableto the inevitable headaches involved in puttingtogether a system to enter new markets. Oneproblem CEO Juice guarantees you will nothave: lack of support. Not only do they providethe software systems, if needed, they will gethands-on and do it for you.

www.ceojuice.com

A full list of BTA Vendor and Service Associate members can be found online at www.bta.org.


Highlights Sept 09:Highlights Sept 09 8/28/09 12:12 PM Page 25

The economy is starting to show

some indication of the recession’s

end. It will , no doubt, be awhile

before bottom lines improve, but with a

sense of optimism coupled with prepara-

tion, it seems to be a good time to address

one of the most important factors in our

businesses: our employees.

Of course, our first loyalty will be to those

employees who took pay cuts, shortened

workweeks, furloughs, layoffs and the like. Whenever economi-

cally possible, we will want to reward their allegiance by making

them “whole” once again. However, this time of business disrup-

tion likely has created some changes within our workforce, and

inevitably, we will need to hire some new workers. If we plan

now, we should be able to avoid some past employment prob-

lems and generate the best possible work force.

After identifying the need for an employee, our first task is

to write an effective job description. From the job description

comes the ad, which needs to be specific enough to entice the

appropriate employment pool, yet flexible enough to allow for

changes and growth within the job. No employer wants to

hear, “It is not in my job description,” as an excuse for not

trying new methods or attempting to make greater contribu-

tions to the company. Always include within the job descrip-

tion: “ ... and other duties and responsibilities as may be

assigned from time to time.”

A proper job description should include a descriptive job

title, a list of expected duties and an explanation of expected

prerequisites to be considered for an interview. The responsi-

bilities portion should include those tasks for which the

employee will be held accountable. Similarly, the standard

requirements may encompass issues beyond experience and

schooling to include abilities unique to the job. You should

also take into consideration that one man’s (or woman’s) year

of experience might trump someone else’s three years. Care-

fully figuring out your needs should allow you to hire the

perfect employee.

However, sometimes candidates lie. So how can you find

out if this glowing résumé really represents the person who

wishes to work for you? Some ways include performing a

background check, pre-employment

testing and/or drug screening. Be sure to

use the form on the BTA Web site to

obtain consent prior to any background

check or testing. Most third-party compa-

nies will have their own forms for you to

use. However, there is a great deal you can

do on your own to prove the integrity of

the application. The most important

tactic is the job interview itself.

Before conducting the interview, do a little homework. If the

candidate said he went to a particular school, find out something

to ask that only a student would be likely to know. If you ask

around, someone will know how to get this information. Simi-

larly, if there is technical ability necessary, ask questions that only

a skilled person could answer. Set up a hypothetical problem and

have the candidate propose solutions that you can evaluate.

Finally, use the resources you have. Either conduct the interview

with others or interview separately and compare notes. In either

case, you have more input with which to make a decision.

Before making the final decision to hire, take a few more

important steps. First, ask for an employment history and ref-

erences. Even if past employers are reluctant to say anything

negative, you will at least know the truthfulness of the history

and can inquire about possible omissions. Do not be afraid to

go back to all references. Some candidates may think you will

never go back that far and be more likely to improvise their

histories. You can check the validity of a Social Security

number with a simple computer search of the Social Security

Administration’s Web site. Finally, have even the most perfect

candidate fill out a job application that specifically states that

the penalty for lying will be termination.

The more work you put into hiring a new employee, the

more likely that employee will work well. High unemployment

rates make the pool of candidates large, but the competition

may encourage a stretching of the truth. Let us

hope for more good economic news and the

need for new employees. �Robert C. Goldberg is general counsel

for the Business Technology Association.

He can be reached at [email protected].

by: Robert C. Goldberg, General Counsel for the Business Technology Association

COURTS & CAPITOLS

Hiring New EmployeesBuilding human resources for the economic recovery


Finally, use the resourcesyou have. Either conductthe interview with othersor interview separatelyand compare notes. In either case, youhave more input ...

Goldberg Sept 09:Goldberg Sept 09 8/28/09 12:15 PM Page 26


by: Joanne L. Smikle, Smikle Training Services

Collaborative LeadershipCreating a workplace where teamwork flourishes

Collaboration is not simply the

domain of the lower levels of

the organization. It is also the

responsibility of senior leadership.

Executive direction is required to

build the sustainable collaboration

required to create a healthy organiza-

tion. Companies that master the art

of collaboration are characterized by

clear communication, mutually sup-

portive relationships and healthy re-

tention of talented people.

A manager’s ability to model the tenets of teamwork is

more important than his (or her) ability to talk about them.

Pay attention to how well you manage relationships with

your peers. Do you foster good interdepartmental coopera-

tion or have you taken internal competition to an unhealthy

level? Whatever your position, remember that staff mem-

bers are looking to you for an example of how to appropri-

ately collaborate.

Collaborative leadership requires that managers demon-

strate a willingness to learn and grow. It positions them as

partners willing to constantly develop new skills and com-

petencies. But learning cannot be arbitrary. Wise leaders

create individual development plans for managers so they

are working to build a set of competencies that enable them

to keep the enterprise progressing and well-aligned. Indi-

vidual development plans enable managers to plot learning

that directly parallels the course that the organization is

taking. Managerial education will follow the strategic direc-

tion that the enterprise is taking. This enables the organiza-

tion to have a management team that not only understands

the philosophical underpinnings of strategic intent, but also

has the concrete skill set required to make strategic opera-

tions reality.

My book, “Rules of Engagement: Timeless Tips for Team

Leaders,” provides practical strategies

for managers throughout the enter-

prise. Many of these pointers will be

especially helpful for senior managers

interested in creating organizational

transformations, directing energy to

customer retention and customer sat-

isfaction. Four of those rules are pre-

sented in this article.

Rules of EngagementStrategy is critical to sustainable

success in a collaborative environment. Let us begin with

the rule that focuses on the importance of this element. The

first rule is: Have a strategic focus. Many team leaders

make the mistake of getting wrapped up in projects and

tasks without understanding how they are connected to the

larger organization’s strategy. Once you, the leader, under-

stand both long- and short-term strategy, you are then

responsible for helping your team grasp its importance.

When managers understand strategy, they also under-

stand why it is important to do things exceedingly well.

Excellence cannot be overrated. Comprehending strategy

helps you remain aware of the fact that your department’s

work does not happen in a vacuum. You understand that

not only are your deliverables important, but so are those of

other departments. While this may sound basic, it can

escape many myopic leaders. They become consumed with

their piece of the puzzle and forget how interconnected the

entire company must remain if it is to succeed.

If you wonder whether this is a potential problem for you

and your staff, ask the people who rely on your work about

when and how they get what they need from your team. Are

they pleased? What else do they need from you and your

team? Once you get the feedback, share it with your team

and use it to improve outcomes. Not only does this reinforce

Smikle Sept 09:Smikle Sept 09 8/28/09 2:05 PM Page 10

an understanding of strategy, it models a

high level of communication, coopera-

tion and responsiveness. And this leads

us to our next rule of engagement.

As stated earlier, your work does not

happen in a vacuum. Hence, the next

rule: Provide an organizational con-

text for the team’s work. Your work

happens in the context of a much larger

organization that may have what appear

to be competing or conflicting goals. Take the time to connect

the dots for your team members. Help them understand how

each project and each individual contribution supports the

larger organization. This instills people with a sense of

purpose. It also provides answers to many of the questions,

spoken and unspoken, about the rationale for decisions.

Once team members understand the connectedness of

their efforts to others in the company, they should be better

able to build rapport throughout the enterprise. Team

members will have the knowledge to communicate with col-

leagues and customers. Their outcomes will also evolve

because of their understanding of how much the work matters.

The aforementioned improvements based on feedback

require a capacity for change. Not only change for you as the

leader, but also for every team member. This rule is stated

as: Build the capacity for change. Building your capacity

for change occurs when you know that change is a process,

not an event. It happens when you understand your reac-

tions to change and can channel those reactions into posi-

tive action. You are then responsible for helping team

members understand the dynamics of change, how change

impacts them and how best to channel their energy.

Team members look to you for guidance in tumultuous

times. Whether the upset is because of competition in the

marketplace, a merger or increased internal demands, your

team is relying on you for a model of acceptable approaches

to the new stressors. They look to you for direction. When

possible, introduce change in small, manageable bites. Over-

whelming people with too much information, too many new

processes and advanced practices will only frustrate them. If

team members become too frustrated, they will eventually

disengage. That is the last thing you want when you are

trying to build a collaborative workplace.

Building the capacity for change also necessitates an

understanding of how people adapt. There will be team mem-

bers who are eager to jump in and get started. They see inno-

vations as positive opportunities. There will be others who

demonstrate skepticism. They will con-

sider the change, weigh the pros and cons

and then decide to give it a try. There are

still others who will present outright cyn-

icism. These are the people who are

fearful, reluctant to try new approaches

and stuck in a mode that is typically not

beneficial to the team or the enterprise.

Your job is to understand their fears and

constantly communicate with the team

to clarify the change, their roles and responsibilities.

Accountability is critical to individual, team and corpo-

rate success. Not only are team members accountable to

one another, they also are accountable to the company. This

is expressed in the quality of the work delivered, the care

delivered to customers and the overall commitment dis-

played. The rule that addresses this is stated as: Promote

accountability. Holding people to high standards is one of

your primary leadership responsibilities. Not only must you

track deadlines, quality and customer satisfaction, you must

also monitor how well the team works together.

Coaching is one of the tools team leaders use to assist team

members when they are not measuring up. It is equally impor-

tant for you to coach when things are going well. This positive

recognition keeps team members encouraged. Whether the

coaching is corrective or congratulatory, it is a tool for

keeping levels of accountability high. It lets employees know

that their performance is always on your radar screen.

Accountability applies to you as well. Be certain that you are

holding yourself to the same high standards. Otherwise,

your hypocrisy will eventually be discovered.

ConclusionCollaboration is as much the responsibility of the senior

leadership team as it is for middle managers. All leaders have

a role in creating a workplace where teamwork can flourish.

This happens most effectively when the most senior man-

agers are willing to rethink their interpretations of team

development and their unique roles in making collaboration

happen. The rules presented provide four methods for

making teamwork more tangible. Use them and you will be

able to build stronger connections. �Joanne L. Smikle is a consultant and speaker

specializing in leadership development and

collaboration. She serves clients in business,

industry and government. Contact Smikle at

(301) 596-3140 or www.smiklespeaks.com.

Your work happens inthe context of a muchlarger organization thatmay have what appearto be ... conflicting goals.Take the time to connectthe dots for your team ...


Smikle Sept 09:Smikle Sept 09 8/28/09 2:05 PM Page 11

Many salespeople miss out on opportu-

nities to set C-level meetings because

they fail to use the assistant when

prospecting. Most of the time, salespeople just

do not know what steps to take to enroll the

assistant in the process of scheduling a meeting.

The following is how the Kingston Training

Group sets meetings through the assistant:

Situation: You or your salesperson calls a

company and have identified that the CFO is the

decision maker you need to speak with. Let us

assume his name is John Adams and he works for

a law firm. Suppose you have asked for John and

have been connected to the assistant answering the phone for

him and he (or she) will not let you leave a voicemail (or he tells

you that he will take the message). You have now identified

John’s assistant and are going to use him to set the appointment.

Strategy: When the assistant says that he will have to take

a message, give him the entire message, including when you

want the meeting. (You certainly cannot get the meeting if you

do not ask for it.)

After you have finished the whole message and have asked

for a specific date and time for the meeting, ask the assistant

what his name is and schedule a specific time to re-connect

with him to get the decision maker’s response to your message.

Here is how the script of the interaction would look.

“John Adams’ office. How may I help you?”

“Hello. It’s Kate Kingston for John. Thanks.”

“John’s not in right now.”

“Voicemail will be fine.”

“I’ll have to take a message.”

(This person has just identified himself as his assistant and

the only way to John is through them.)

“Great. Again my name is Kate Kingston and I was calling to

schedule a meeting with John. I represent several law firms

here in New York City such as (insert three of your law firm

clients), just to name a few, and have partnered with them to

increase billable hours and identify cost reductions through

better use of their internal business technology. I thought that

John would be interested in how his colleagues are accom-

plishing these goals and I’m that resource. I am a legal business

technology specialist here at (insert company

name) and that’s why I wanted to sit down with

him. Do you know if Tuesday, the fifteenth at

9:45 a.m. would work into his calendar?”

Be prepared for the response that almost all

assistants give.

“He takes care of his own calendar.”

“Okay. And your name is?”

“Bill.”

“Bill, thanks in advance for giving John the

message. Should I repeat some of the client ref-

erences I mentioned? (If he says ‘yes’ go over key

points in your pitch again) And by the way,

thanks for checking with John about next Tuesday, the fif-

teenth at 9:45 a.m. If I haven’t connected live with John by

noon tomorrow, why don’t I call you tomorrow at 2:30 after

you have checked with John to see if next Tuesday works?”

If you noticed, the wording “If I haven’t connected live with

John … ” combats the objection of “He will call you if he is

interested.” You have accomplished taking control of the call

and qualifying that John does make decisions on business

technology because Bill would have told you if he was not the

right contact after you described how you help law firms and

why you think that the CFO would get involved. You have also

identified when you want the meeting, the agenda for the

meeting and when you will call him back to check if that time

works for John. That is pretty good for one minute of work.

Calling the assistant back at exactly the time you men-

tioned accomplishes quite a bit. Using our script as an

example, reaching Bill at exactly 2:30 on the dot tells him you

are punctual, you are not going away, you follow through on

your commitments, you are establishing the type of account

manager you will be, you are interested in their company and

you are driving the process through to a meeting.

“John Adams’ office.”

“Hi Bill. This is Kate Kingston. I’m that legal business tech-

nology specialist and we spoke yesterday about a meeting with

John for next Tuesday. I was to call you at 2:30 and here I am.”

Bill only has three choices of a response: He either spoke to

John and he said “yes” to the meeting, he spoke to him and he

said “no” to the meeting or he did not get to speak to him yet.

Better Prospecting ResultsGet a meeting using the decision-maker’s assistant

by: Kate Kingston, Kingston Training Group

SELLING SOLUTIONS


Kingston Sept 09:Kingston Sept 09 8/28/09 2:10 PM Page 26


These are the only options. Let us go

through how to handle each one.

If Bill replies that John said “yes,” we

write the meeting in our calendars. This

does not happen often. More typically, John

says “no,” or Bill did not get to talk to him

about our message yet. In either case, our

response should be “great,” and then to con-

vince Bill to let you send a written message

to John describing the meeting agenda.

“I’m sorry I didn’t have the chance to speak with John yet”

or “John said we are all set right now” or “He is not interested.”

“Great. Many CFOs want to see an agenda for the meeting

in writing before they schedule. I prepared that just in case.

Should I e-mail it or fax it to you?”

Now, Bill’s choice is receiving an e-mail or fax from you. You

are getting something in front of your prospect and have effec-

tively shifted the assistant from gatekeeper to ally. The reason

you do not send an e-mail on the first call is that you have not

established any relationship with the assistant yet. You are just

some stranger calling for the first time. The assistant will typi-

cally let you e-mail or fax him and even if he does not give you

John’s direct e-mail, you can usually tell from the format of

Bill’s e-mail address what John’s e-mail address format is.

“You can e-mail it to me.”

“Great. What’s your e-mail address?”

“It’s ….”

“Bill, I will have this e-mailed to you this

afternoon and I will mention a possible

time for our meeting. I will connect with

you tomorrow afternoon around 4:30 to

see if that works for John.”

At this point, send a prospecting e-mail

driving home the same message you stated

earlier on how you plug into law firms and

schedule yourself to call him back as stated.

Having action connected to each step

in the process with the assistant drives you toward your C-

level meeting. Have your team use this exact script when

dealing with the assistant so you will not miss any opportuni-

ties with new prospects. You will have more high-level meet-

ings, you will sell more solutions and make more money.

Prospecting is good, selling is better and using the assistant

to get a meeting with your decision maker is a great way to

accomplish both. �Kate Kingston is the founder of Kingston Training Group (KTG).

KTG provides motivational sales training specializing in making

more meetings. They train office technology sales forces to make

more qualified meetings and average a 70

percent increase in meetings across the entire

sales force in every company they work with.

She can be reached at

[email protected].

Visit www.kingstontraining.com.

Prospecting is good,selling is better andusing the assistantto get a meeting withyour decision makeris a great way toaccomplish both.

Kingston Sept 09:Kingston Sept 09 8/29/09 11:13 AM Page 27

Although we can all conceptually agree

that sending sales representatives to

sales education courses is a good idea,

we have all heard the two basic complaints: “I

sent some people to training, but they are still

struggling” and “My people tell me it was good

information, but they have always done the

things covered in the training.” Both of these

complaints are valid, but research shows they

are more related to who attends the training,

instead of the value of the training itself. In this

article, we will discuss the seven different per-

formance profiles of sales representatives and

which profiles are the ideal candidates for

attending sales education courses.

Performance ProfilesDenis Pombriant writes about performance

profiles in TechWorld News, a magazine devoted

to workf low management and sales force

automation. “The top 20 percent of your sales

force is going to succeed despite their man-

agers and the bottom 20 percent will probably

never reach full productivity,” he writes. “A sales

manager should focus on helping deliver the

tools and resources that the 60 percent in the

middle need to succeed, and part of that is the very best of

training that can be offered.”

Although everyone at every skill level needs training to

move to the next level (after all, Tiger Woods still works with a

trainer on his golf swing), there are some “typical” perform-

ance profiles that can be used to help isolate who will benefit

the most from training dollars invested. Let us look at some of

the more common performance profiles: the New Guy, the

Rogue Superstar, the One-Hit Wonder, the Roller Coaster, the

Almost There and the Drowning Victim.

The New GuyAnyone new to a sales organization can be called the “New

Guy (Gal),” even if he (or she) has sold before in a different

organization. This is where sales managers often focus their

training efforts, despite data that shows a poor return on

investment. Obviously, the New Guy needs the basic selling

skills unique to the organization and an understanding of the

products/services/solutions for sale, but what he really needs

is a massive initial training to give him the resources and then

time to develop his sales techniques. The best way to support

this profile type is with coaching — intense, constant, one-on-

one coaching. Many top sales organizations actually have a

quasi-sales manager who is devoted to coaching this group to

success. But once the initial training on internal sales processes

and products/service is accomplished, training is not this

group’s primary need. If new sales representatives attend

training other than the required training during the first three-

to-six-month period, they probably will not show any signifi-

cant changes in behavior.

Sales TrainingA sales manager’s guide to who you should train

by: Teresa Hiatt, Ricoh Americas Corp.

SELLING SOLUTIONS


Hiatt Sept 09:Hiatt Sept 09 8/28/09 4:39 PM Page 26


The Rogue SuperstarThe second most common profile type to

attend training is the Rogue Superstar. The

Superstar typically goes to training because

he really wants to go and he asks to go.

Since he is successful, the sales manager

uses the Superstar to fulfill any training

goals management may have set for him.

The problem is that a Superstar will not

benefit the most from your training dollar.

He goes to get positive reinforcement that he is doing all the

right things. He will probably pick up a few tips and maybe

refine a technique, but he really gets more from sharing all of his

experiences and successes with the group. A Superstar may

even offer to “teach” the class, since he feels he has a lot of

success. This would be great, except that research shows these

top performers are exceptional, unique and use in-born talents

and methods that do not often work for the 60 percent who

need repeatable, proven, process-driven methods they can use

with their own talents. The Superstar goes willingly to training

and says it is good stuff, but there is no noticeable change in

behavior in the workplace (which is a good thing, because he is

already hitting his numbers).

The One-Hit WonderA sales group of any size will often have a few One-Hit

Wonders. A One-Hit Wonder is a sales representative who

seems to have miraculously gained an account or two and has

managed to close a couple of substantial sales. Since he has

some numbers on the board, he does not generate immediate

negative attention, but he is not really considered to be suc-

cessful. A One-Hit Wonder often spends a lot of time trying to

duplicate what he did for his existing success, but is unable to

realize it was an anomaly and that it cannot be used to stake a

future career. Since he has enjoyed a great sale at least once,

he is very motivated to repeat the success and has one of the

best attitudes to accept educational instruction.

One-Hit Wonders are often overlooked for training selec-

tion because it seems they have demonstrated they know how

to sell, since they have a success in their pocket. If they do get

training, a sales manager may see dramatic results since they

can now frame their experience into solid foundational selling

processes that can allow them to repeat their successes.

The Roller CoasterMany sales representatives can display their sales by month

and see a really good roller-coaster ride pattern. They may even

hit plan for the year. But a sales manager can never truly count

on a Roller Coaster sales rep’s forecast or

sales contribution on a regular basis. A

Roller Coaster rep has trouble managing

his pipeline, delivering consistent pro-

posals and keeping activity levels stable.

About the time he garners notice because

his numbers are up and a manager wants

to send him to training, he somehow never

quite makes it to the training and never

becomes fully successful. By the time he

has several months in a row when he misses quota and truly

becomes a problem, he has already come to the conclusion that

he will not be successful and he starts looking for another job.

The Roller Coaster sales rep can easily benefit from training

because once he is presented with the repeatable, consistent

sales processes that are proven to produce stable sales, he can

recognize the principles and easily begin integrating these

processes into his sales strategies.

The Almost ThereNext we have the group of people who hang out right at the

“meeting quota” line. These sales representatives are “almost

there” when it comes to sales success. Every month, the Almost

There rep works frantically, stressing out the administration

staff, harassing his sales managers for “special exceptions” and

generally taking the most time to manage and maintain.

Because he is on the verge of being successful, a sales manager

is actually convinced a little more coaching is all he needs to

succeed. A true analysis of his accounts shows a different story.

The research indicates he is making marginal deals with ques-

tionable sales tactics and very little repeat business or relation-

ship building. He is almost succeeding by the sheer force of his

sales skills and an extreme amount of work. He is often the first

one in the office and the last one to leave.

The Almost There performance profile is rarely seen in

training, for two reasons. First, the sales manager is convinced

that the Almost There is just a few deals away from becoming a

Superstar and h e does not want to impede th e rep’s

momentum by taking him out of the field. Second, the sales

professional certainly does not want the distraction of training.

He is firmly focused on manhandling the details of every sale

and ramrodding his deals through the system by any means

necessary to close the deal. Getting this person into the appro-

priate level of training will not only benefit the sales profes-

sional, but also the entire sales team for that office. Once the

Almost There performance profile starts to make solid sales

process deals, he releases a significant number of resources

that had to be devoted to getting the previous marginal deals

A One-Hit Wonder isa sale representativewho seems to have miraculously gained anaccount or two and hasmanaged to close acouple of ... sales.


to close. Stress levels reduce and sales

managers can work on coaching the other

sales reps on their teams.

The Drowning VictimFinally, the performance profile most

often seen at training is the Drowning

Victim. This is the sales representative who

has almost no sales and who is being sent

to training as a last-ditch effort to save him

from leaving the company, either voluntarily or involuntarily.

This sales rep may be in the wrong career, have conflicts in the

sales office, trouble balancing work and home life or many

other issues that are preventing him from being successful. He

seems to work hard, but has no tangible results. Usually he is

more than willing to try going to training because it gets him

out of the office and away from the issues that are causing his

poor performance results. He may pick up some sales process

techniques while at training, but even if his results change for a

brief time, there is no lasting impact from training. The sales

manager tries to help, maybe even riding with the rep and

helping him through some calls or closing a deal for him, but his

lack of results is disheartening and everyone around feels like

they get dragged down with him if they try to help. A root cause

analysis of the performance problem indicates the person

knows how to do his job, so training is not really the answer.

SummaryThe top 20 percent — the Superstars —

need to be given the recognition they

deserve and they should be looked to as

role models for success. The Drowning

Victims, the bottom 20 percent of per-

formers, need coaching and help in a way

that does not draw the team down into

the dumps with them. Those new to the

organization, the New Guys, need a fire

hose treatment of initial training, then a few months of truly

targeted coaching, mentoring and encouragement to develop

their sales styles. The rest of the organization, the middle 60

percent, needs specific training around solutions selling skills,

relationship building and true competency in the solu-

tions/products/services that make up the real value proposi-

tion of the company. �Teresa Hiatt is director of sales education

at Ricoh Americas Corp. In her eight years at Ricoh,

she has worked with Ricoh teams for the purposes

of conducting research into sales training,

setting global sales strategies and

delivering sales training programs.

She can be reached at

[email protected].

Visit www.ricoh-usa.com.


The Drowning Victims,the bottom 20 percent ... ,need coaching andhelp in a way thatdoes not draw theteam down into thedumps with them.

ADVERTISER INDEX9 • BTA Southeast District Event

(800) 234-8996 / www.btasoutheast.org

31 • CompTIA

www.comptia.org/summit

5 • DocuWare

(888) 565-5907 / www.docuware.com

14 • ESP

www.realpowerprotection.com

27 • FIX: Cost Management for Service

(800) 843-5059 / www.bta.org/FIX

15 • FMAudit

www.fmaudit.com

32 • GreatAmerica Leasing Corp.

(800) 234-8787 / www.greatamerica.com

13 • Hewlett-Packard

(724) 207-4030 / www.hp.com/go/newdesignjet

7 • Kyocera Mita America Inc.

www.kyoceramita.com

20 • National Copy Cartridge

(800) 822-5477 / www.nccreman.com

11 • OKI Printing Solutions

www.okiprintingsolutions.com/TMP

2-3 • Outsource Management Inc.

(770) 814-4284 / www.outsourcemanagement.com

17 • Supplies Network

(866) 574-8155 / www.suppliesnetwork.com/bta

19 • West Point Products

(800) 624-6991 / www.westpointproducts.com


CompTIA ad Sept 09:Layout 1 8/21/09 12:25 PM Page 1

800.234.8787 | www.greatamerica.com

“GreatAmerica has proven to be a true partner. They have worked with us to enhance our profi tability by bringing new ideas and programs to the table.

There is a great deal of confi dence with all our employees in GreatAmerica’s ability to deliver the level of service our customers desire.”

James KreikemeierCapital Business Systems/

Modern MethodsLoveland, CO

A survey tool to improve customer retention.

The perfect solution for remote meter and device monitoring.

PRSRT STDU.S. Postage PaidEaston, PA 18042

Permit #31 Office Technology MagazineBusiness Technology Association 12411 Wornall RoadKansas City, MO 64145(816) 941-3100www.officetechnologymag.comwww.bta.org

Great America ad Sept 09:32OT0408 8/3/09 9:02 AM Page 1

Date post:	15-Mar-2016
Category:	Documents
Upload:	business-technology-association
View:	218 times
Download:	1 times

September 2009 Office Technology

Documents