April 2006 Office Technology

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Co nsu lta nts , Inc .

– Ma rke tin g Re sea rch

“Copier Manufacturer of the Year”– The Cannata Report’s 20th Annual Dealer Survey

©2005 Toshiba America Business Solutions, Inc. Electronic Imaging Division. All rights reserved.

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Why not consider becoming an Authorized Toshiba Dealer yourself? For more information call 949-462-6165.

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CONTENTS Volume 12 No. 10

FEATURE ARTICLES 10

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The Solution Specialist Taking your dealership to new heights?

SELLING SOLUTIONS Successful Sales Managers A look at Global’s recruiting & retention strategies

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by Brent Hoskins Office Technology Magazine

by Dan Cooper Global Imaging Systems Inc.

Today, many industry leaders say that the traditional method of selling office technology is falling by the wayside, giving way to new sales strategies. Increasingly, dealerships are making the transition by adding solution specialists.

Here’s a look at what Global Imaging Systems Inc. has found to be the formula for creating, motivating and retaining a winning team of sales managers and leaders who are thriving on the challenges facing the industry today.

ITEX 2006 Industry exposition held March 15-16 in Las Vegas

PRINCIPAL ISSUES Customer Education Cobb Technologies is making the investment

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by Brent Hoskins Office Technology Magazine

by Dustin Phillips

Dealers, manufacturers and suppliers converged in Las Vegas March 1516 with a focus on the latest technologies, sales strategies and market opportunities within the office technology industry. They gathered to attend ITEX 2006.

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Service Excellence Developing skill sets to meet customer expectations

While the entire office technology industry is discussing the transition from copier dealership to document solutions provider, Virginia’s Cobb Technologies is doing something about it. The company is training its people and investing in educating customers and prospects.

Close-up: Toshiba OEM provides dealers a variety of learning tools

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by John Flesch Gordon Flesch Company Inc.

by Anthony Codianni Toshiba America Business Solutions Inc.

How can dealerships back up their service excellence claims? In the age of complex and ever-evolving technology, the ability to truly deliver high-quality customer service distinguishes office technology dealerships from competitors.

COURTS & CAPITOLS 22

Religious Expression What is acceptable in the workplace?

by Robert C. Goldberg BTA General Counsel

As religious beliefs become intertwined with social and political issues it is important to know where to draw the line in your dealership. As recent cases reveal, the lines are neither straight nor clear.

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Because different people learn in different ways and at different rates, Toshiba’s education and development team has created a corporate university that provides a variety of learning tools to reach all types of learners. Here’s a close-up look.

DEPARTMENTS Business Technology Association

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May-June Education Calendar

6

Editor’s Page

8

BTA President’s Message

30

Advertiser Index

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EDITOR’S PAGE

A Few Action Items for ‘My Dealership’

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n March 14, I was among the 70 or so people attending “Profiting from Selling the Total Document System,” one of the ITEX 2006 Dealer Business Forums. The full-day forum was led by four industry analysts I hold in high regard, each with many years of experience in the office technology industry.

There was plenty of practical advice to help dealers boost revenues and profits.

Although I am not a dealer, I always try to listen to the comments in such education sessions as if I do own a dealership. Here are a few of the key comments I heard and associated action items for “my dealership”: From Lou Slawetsky, president of Industry Analysts Inc.: “The color market is exploding. It is an area where you can make money, but how many of us write a service contract for a color product exactly the same way that we write it for a monochrome product. We [dealers] estimate 5 percent coverage per color, per page. Our research shows that it’s 32 to 33 percent [or about 8 percent per color, per page] for normal interoffice work.”

Action item: Carefully review all CPC contracts for color MFPs to ensure I’m not losing money.

From Robert Sostilio, president of Sostilio & Associates International: “When we go out and talk to end-users we ask, ‘How many of your copiers [MFPs] are connected to a network?’ The first time we did the survey, about 32 percent said their machines ‘are connected.’ The last time that we polled some of the end-users, it was up to about 40 6 | www.of ficetechnologymag.com | April 2006

percent. The opportunity still exists for you to get out there and sell the functionality of multifunctional devices. We know that once a copier is connected to a network, the page volume on that device increases anywhere from 28 to 50 percent.”

Action item: Make certain my compensation plan encourages sales reps to ensure all MFPs we place are connected to networks.

From Richard Norton, president of DocuTrends: “The objective of getting into the solutions business is to be different from the other guys. Take the focus off of the products where margins are down — the hardware — because everybody’s got the same box.” With the current transition to color devices, “you could arguably say that some hardware is different, but eight months from now you won’t be able to say that.”

Action item: Consider the question: “Do my customers simply perceive my dealership as a hardware provider?” If so, take immediate steps to change that perception.

From Charlie Pesko, managing director of InfoTrends: “You don’t have a choice about the solutions business. In the U.S. last year it was about $300 million (software and related support and service). The hardware pull-through is about four to five times the size of the solutions business.” (InfoTrends projects that hardware sold with solutions will increase at a compound annual growth rate [CAGR] of 29 percent by 2009, while the net revenue value of the devices that are sold independent of any solutions is projected to decline at a CAGR of -11 percent.)

Action item: Align my dealership with software vendors who can help me claim my share of that multi-billion dollar software and resulting hardware sales business.

— Brent Hoskins

Editor Brent Hoskins brent@bta.org (816) 303-4040 Contributing Writers Anthony Codianni Toshiba America Business Solutions Inc. www.copiers.toshiba.com Dan Cooper, Global Imaging Systems Inc. www.global-imaging.com John Flesch, Gordon Flesch Company Inc. www.gflesch.com Robert C. Goldberg, General Counsel Business Technology Association Dustin Phillips

®

Business Technology Association 12411 Wornall Road Kansas City, MO 64145 (816) 941-3100 www.bta.org Member Services: (800) 505-2821 BTA Legal Hotline: (800) 869-6688 Bert Darling Executive Director bert@bta.org Valerie McLaughlin Membership Marketing Manager valerie@bta.org Gary Hedberg Accounting Manager gary@bta.org Mary Hopkins Accounting Clerk mary@bta.org ©2006 by the Business Technology Association. All Rights Reserved. No part of this publication may be reproduced by any means without the written permission of the publisher. Every effort is made to ensure the accuracy of published material.

However, the publisher assumes no liability for errors in articles nor are opinions expressed necessarily those of the publisher.

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BTA PRESIDENT’S MESSAGE ®

BTA Award Winners — Congratulations!

I

f you attended the 2006 ITEX show in March , then you already know it was a great success. It featured many valuable learning and networking opportunities. Of course, I particularly enjoyed BTA’s 80th Anniversary Reception held on the show ’s opening evening. Thanks to all who took part as we celebrated this important milestone.

During the reception, I had the privilege of presenting the 2006 BTA Channel’s Choice Awards. These awards are based on the results of surveys completed by independent dealers, asked to rate the industry’s OEMs in various performance categories. Congratulations to our 2006 winners: Gestetner — Corporate Support Award, Digital Product Line Award and Superior Performance Award, primary product line; Panasonic Digital Document Company — Marketing Distribution Award; and Muratec America Inc. — Outstanding Performance Award, secondary product line.

I also had the privilege of recognizing two individuals during the reception for their outstanding service to the association.

This year’s BTA Volunteer of the Year Award was presented to Lou Slawetsky, president of Industry Analysts Inc. Typically, this award is presented to honor a dealer member volunteer who has made a significant contribution of service to the association. However, Lou is a longtime friend of BTA. For many years, he has readily served whenever called upon. Lou is a true champion of BTA and its efforts to serve the industry’s premier channel for bringing today’s technology to the workplace.

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The other individual is Brent Hoskins, editor of Office Technology magazine. He received the BTA President’s Award. Brent makes an investment in each and every one of us as he brings us the most current education and information each month through this excellent publication.

The BTA 80th Anniversary Reception served as a personal reminder of the significant role BTA has played in the success of my own company. We have been benefiting from our membership since shortly after my father, Earl Naylor, founded the company in 1957. (He was president of the TOLA Region in 1972, for those of you who remember TOLA). The benefits of membership continue today and, undoubtedly, will continue for a third generation as my children come of age. I can certainly identify with the sentiments of one BTA member whose name I was unable to catch as he passed by the BTA booth at ITEX. “Thanks for 35 years,” he said.

Of course, there was much more to ITEX than the BTA 80th Anniversary Reception.

As in past years, the show proved to be a great venue for meeting with suppliers and fellow dealers. If you are like me, I am sure you found the event valuable in working toward the goal of improving your busin ess. In my case, I was especially impressed with the information I found in the e x h i b it h a l l re ga rdi n g t ra n s a c t i o n a l printing — yet another enabler to help us offer customers a complete document management solution.

Each year the ITEX show is an important event in our industry. I’m sure all attendees would join me in congratulating Marc Spring and his associates for another successful show. I hope to see you at ITEX 2007.

— Mark Naylor

2005-2006 Board of Directors President Mark Naylor ABM Automation 740 NW 63rd St. Oklahoma City, OK 73116 markn@abmautomation.com President-Elect Dan Hayes Purcell’s Business Products 222 E. 1st St. Campbellsville, KY 42718 dan@purcells.com Vice President Shannon Oliver Copier Source Inc. 215-G Industrial Ave. P.O. Box 36395 Greensboro, NC 27406-4542 soliver@copiersourceinc.com BTA East Thomas Chin Accolade Technologies LLC 604 Hampshire Road Mamaroneck, NY 10016 tchin@accotech.com BTA Mid-America Dave Johnson G-I Office Technologies Inc. 701 Atlas Ave. Madison, WI 53714 davej@gioffice.com BTA Southeast Bill James WJS Enterprises Inc. 3315 Ridgelake Drive P.O. Box 6620 Metairie, LA 70009 bjames@wjsenterprises.com BTA West Greg Valen Hawaii Business Equipment Inc. Toshiba Business Solutions 590-A Paiea St. Honolulu, HI 96819 gregory.valen@tabs.toshiba.com Ex-Officio/General Counsel Robert C. Goldberg Schoenberg Fisher Newman & Rosenberg Ltd. 222 S. Riverside Plaza Ste. 2100 Chicago, IL 60606 robert.goldberg@sfnr.com

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The Solution Specialist Taking your dealership to new heights? by: Brent Hoskins, Office Technology Magazine

T

oday, the first link in the industry ’s supply chain remains intact — th e assembly lines continue to churn out machines to be sold by office technology dealerships. However, many industry leaders emphasize that the traditional method of selling those machines is falling by the wayside, giving way to new sales strategies.

Of course, it appears there are pl enty of sal e s re ps w ho are content with selling as they have always sold. That is, primarily they are waiting for lease terms to expire and then calling on customers with the hope of upgrading machines. The tired phrases “selling boxes” and “selling speeds and feeds” come into play here. How long will this sales method persist? Only time will tell.

As noted, industry leaders say the days of simply selling boxes are numbered. Instead, they are pointing to new strategies to ultimately replace the traditional sales method.

The dealership should be positioned as a technology partner, they say, working to address inefficiencies with business processes and document workflow. Only then can the dealership provide customers and prospects with the right solutions to address their document-related needs.

Many dealerships have made the transition or are in the midst of doing so. As is increasingly stated in the industry, they are “selling solutions.” Specifically, they are placing the right combination of MFPs, printers, software, etc. — and serving as a consultant to customers and prospects — to solve document workflow problems. Is your dealership among those that have made or are making the transition?

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Are you providing solutions to problems? Or, are you simply selling boxes, speeds and feeds?

With an army of traditional sales reps still in the field, many d eal erships are makin g th e transition through the addition of a new staff position — the solution specialist. Increasingly piv otal in th e sales process these specialists are taking a growing number of dealerships to new heights.

Office Technology magazine surveyed a portion of its dealer readership via e-mail. Eightyeight dealers responded. The results present a revealing look at the recent rise of the solution specialist within the office technology dealership.

Certainly, a commonly accepted job description of the solution specialist remains a bit elusive. In fact, while some use the job title, others use alternative titles, such as systems specialist, document solution specialist or solution sales representative. And, of course, the duties of these individuals vary from dealership to dealership. Recognizing these realities, Office Technology offered a specific description to serve as a reference point for those responding to the survey: “This employee is in a separate position than the traditional sales rep and is responsible for selling or assisting in the sale of software-based solutions sold in conjunction with copiers/MFPs. He/she may also have responsibility for implementation and some ongoing support of software-based solutions.” The survey added: “In responding to this survey, please consider the job title ‘solution specialist’ as a substitute for any alternative title used in your dealership for individuals who essentially have the same duties as described above.”

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Following are the results of four of the than the traditional sales rep,” 31 percent. “ ...

For every dollar key questions in the survey (see the side “ W hich of the following best in solutions we’re bars on pages 14 and 16 for comments describes the result of employing a solufacilitating about $6 in shared by survey respondents): tion specialist (one or more) at your deal “Do you currently employ a person ership?” The results (three choices listed workgroup hardware. or persons in the position of solution with the question): “To date, we are realIn reality, the solution is sp e c i ali st?” Th e re sult s: “ yes,” 72 izing no increased revenue and profit,” 19 actually the ‘box mover’ percent; and “no,” 28 percent. percent; “We are realizing moderate in many cases.”

“How many individuals currently increased revenue and profit,” 70 percent; serve as a solution specialist at your and “ We are realizing substantial dealership?” The results (three choices listed with the ques- increased revenue and profit,” 11 percent. tion): “One,” 57 percent; “Two to five,” 40 percent; and “More One can easily imagine the potential sources of inthan five,” 3 percent. creased revenue and profit — greater margins on hardware, “As compared to the compensation of the traditional software sales and associated residual income for support, sales rep at your dealership, which of the following best increased clicks and billable professional services. There is describes the annual compensation (salary and commission) also the opportunity for the “pull-through” of additional of your solution specialist?” The results (three choices listed hardware sales. with the question): “He/she makes less than the traditional “Roughly speaking, for every dollar in solutions we’re sales rep,” 24 percent; “He/she makes about the same as the facilitating about $6 in workgroup hardware,” says Susan traditional sales rep,” 45 percent; and “He/she makes more Gain, director of solution sales and engineering for Konica

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Your Perspective The final question in the e-mail survey conducted in conjunction with this article: “Do you have any general comments you would like to share on the topic of the solution specialist?”

Following is a look at many of the comments received from dealers. (Comments continued on page 16.)

“I am absolutely sure that this position is one of great importance inside an office equipment dealership. The basis of an MFP sale alone is to offer a solution. The revenue possibilities that we now have because of our software partners are almost limitless, but only if you are able to implement the solutions.”

“We recently created the solution specialist position at our dealership and we filled it just this month. Our long-term aim is to have the solution specialist go in after the hardware sale, connect equipment to the network and ask enough questions that he can determine if any software solutions would benefit the customer.

From there, he can write a proposal on the various solutions he feels the customer might want to consider, either now or down the road. We envision the job to be a combination of soft sell, customer service and service/networking. As the position is very new, we'll have to sit back and see how it evolves in practice.”

“We have trained two of our copier techs and pay them extra to advise sales on software-based solution installations.”

“We are very uncertain of this position as most clients want to deal with the same salesperson for all products they purchase from the company. Also, I am very concerned about the individual’s work ethic — a traditional pavement-pounding sales rep will probably not have the technical expertise to handle the ‘solution sale,’ whatever that is, while the person in an IT capacity will most likely make a terrible sales rep. I don't believe he (or she) will have the perseverance required to get enough business going at once to cover his costs. I can see him digging a deal up and spending weeks on that deal trying to knock it over and not having anything else on his plate to go get if that deal gets put back or is lost.”

“I believe it has become a necessity to employ a solutions specialist in order to be effective in placing hardware as an everincreasing amount of hardware sales are tied to some type of document solutions software.”

“We use the OEM's solution specialist at the present time. He is readily accessible. Until such time as our needs exceed his availability we will probably not hire a specialist.”

“I don't feel that the ‘team’ approach to marketing solutions is the best model since most reps seem to feel that discussing solutions may lengthen the sales cycle. So, we are looking at bringing in an additional person to be more sales-based with a proficient understanding of business processes.”

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Minolta Business Solutions U.S.A. Inc. “In reality, the solution is actually the ‘box mover’ in many cases. So, these days, if you do not have the solution, you are not going to move easily one eighth of your boxes. Soon, it will be one quarter of your boxes and then it will be half of your boxes.”

Ed McLaughlin, president of Sharp Document Solutions Company of America, offers a similar comment. “The applications are a vehicle that help you sell hardware,” he says.

“When my people on the systems side of the business tell me about how they have increased applications or software sales, I cringe. What I want to understand is, ‘How much pull-through in equipment sales did you have because you were closer to the customer?’”

Collectively, the increased revenue and profit — from pull-through hardware sales and otherwise — are a reflection of the “added value” the specialist brings to the sales process, says McLaughlin. The individual, he says, “understands the customer’s business process to such an extent that he knows how the dealership can enhance the customer’s ability to be more proficient, more efficient, more competitive or all of the above.

“The key here is to find a way to bring more value to your customer,” he says. “If you can accomplish that you will have a customer that is with you for a long period of time and you won’t be susceptible to the commoditization of the product.”

Mark DeSarno, director of n etw ork solutions for Kyocera Mita America Inc., further explains the payoff of the value the solution specialist brings to the sales process. “When a lease comes up for renewal, you don’t have to go down to .006 cents per copy,” he says. “You can stay at .009 cents or you can go a little higher, because you are working the complete infrastructure of that business.

You own the capture, you own the output and you own the maintenance.

“You may be offering the customer multiple levels of solutions and multiple levels of support,” he says. “So, you will have a stronger relationship and tighter bond with that customer. They are not going to be as willing to bring in an outside vendor to replace your equipment.”

DeSarno says Kyocera dealers are adding solution specialists at a notable pace. “I’m seeing it become more commonplace,” he says. “When they understand the margins and opportunities that are available with their existing and new customers, they see it as a value-add for them and a new source of revenue.”

Gain shares a similar observation. She manages a group

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within Konica Minolta that supports team approach when pursuing a soft“I have an IT specialist dealers through training, etc., in soluware-based solution installation with who helps with pre-sales tion sales. “We had a goal of 200 dealers a n M F P p l a c e m e n t ,” 6 0 p e r c e n t ; and post-sales. I also selling solutions for FY 2005,” she says, “He/she comes in after the traditional within a month of FY 2006. “To date, we sales rep has made the solution sale have a technical sales have 216 active dealers.” and c onc entrat e s on inst al l ation , rep who concentrates on What are the traits of solution spetraining, etc., while the sales rep moves document management cialists? What are their duties? A look at on to the next prospect,” 23 percent; software solutions.” the results of two additional questions “He/she works independent of the trafrom the survey provides some answers. ditional sales rep and has the sole sales “Which of the following best describes the person who responsibility when pursuing software-based solution is in the role of solution specialist as it relates to his/her installations with a newly placed or existing MFP,” 9 work history and area of expertise?” The results (two percent; and “Other,” 8 percent. choices listed with the question): “He/she is more of a salesFollowing is a sampling of the comments shared by those person ,” 38 percent; and “He/sh e i s more of a tech- selecting “Other” in responding to the above question: nical/service person,” 62 percent.

“I have an IT specialist who helps with pre-sales and “Which of the following best describes the person post-sales. I also have a technical sales rep who concenwho is in the role of solution specialist as it relates to trates on document management software solutions.” his/her duties?” The results ( four choices listed with the “At our dealership this person has a blend of all three posquestion): “He/she assists the traditional sales rep in a sible answers. We are still in the [early] stages of identifying

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Your Perspective (Dealer comments continued from page 14.)

“Having a solution specialist is really the easy part of the equation. My problem is more the front-line salesperson. I don't feel we are capable, as salespeople, of truly being able to take the time to uncover opportunities within an organization. Our salespeople need better training on how to find these, and then getting the solution specialist involved to bring a higher level of credibility to the whole transaction.”

“Until recently, our more technically minded solution specialist tried to sell solutions independently, without involving sales personnel. That was not successful. We have now started using him in a team approach, with the salespeople heading up the effort and follow-up. So far, it looks to be a much more successful route.”

“We have been unsuccessful achieving notable solutions revenue while depending on the MFP reps to close the deals. The sales cycles become too long for the average rep. We believe our environment will take a sales and technical focus on solutions to make it a profitable investment.”

“Right now our service manager (me) does all of the duties of a solution specialist. We’ve had a hard time selling the total solution on a regular basis; we can’t foresee hiring someone, especially for this.”

“About four years ago we created a digital application group with its own P&L. This group reports to the VP of sales and is primarily responsible for working with the various sales groups in our company. Currently we have three dedicated people who work as a team to secure the total — or as close as we can get — print volume of a particular company. The group’s background: Two from sales and one from technical. We would not have been able to land some of the large accounts without their knowledge and skills. The group’s revenues are derived from all applications and software solutions that go with a particular sale.”

“Solution specialists are a quick way to bring technical knowledge to the sales force. Part of their function must be to increase the knowledge of the sales force, which increases their ability to prospect for solution sales.”

“Our solution sales specialist is a manager. He manages the two technical folks on his team and spends a majority of his time training the core reps and then assisting them in the more advanced software solutions opportunities. We have tried all the other methods — from a total support-only team to separate sales folks. So far, this seems to have the best traction in moving our organization to a more complete solutions provider.”

“A solution specialist is a necessary position, if you want to stay up-to-date with the products currently available.”

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[which] scenario will eventually win out.”

“I have two people on the solutions team. One is sales and the other is technical. They can work independent of the MFP team or they can assist on deals the MFP reps uncover.”

As the survey results reflect, it appears that solution specialists are emerging from both the sales and technical/service side of the dealership. Either way, while product and technical knowledge are important, it appears that an understanding of business processes is, perhaps, the most critical area of expertise.

“If they don’t understand business and business pain, they can’t come up with a solution,” says Gain. “So, primarily, they need to understand the end-user’s business, applications, goals and objectives. And, they need to be able to communicate one-on-one with the end-user.”

Tom Davis, vice president of marketing applications development for Sharp, shares a similar view. “Today, the customer is saying, ‘You need to understand what my needs are,’” he says. “So, being a specialist is no longer just connecting the unit to a network; it’s much more than that. ‘How is this product that you are selling me going to benefit me and make me more efficient in doing my job?’

“This individual needs to be someone who is a good listener, and who has an understanding of applications,” he continues. “Now, is it a specific application, like document management? No, it’s an understanding of what the customer is faced with in doing his daily job.”

The view is further confirmed by Peter Davey, director of professional services at Toshiba Business Solutions-Florida.

“Having a general business acumen is critical,” he says, commenting on the company’s “business analysts,” who assist traditional MFP sales reps. “They need to understand how businesses work and understand the key and critical documents inside businesses.”

The message is unmistakable: The core of the solution specialist’s skill set should be expertise in business processes and document workflow. As McLaughlin suggests, “we’re going from a hardware business to a knowledge business.” Do all of the specialists employed by the dealers who responded to the survey have this expertise?

Or, are some of them simply focused on software implementation? Whatever the answers, those interviewed for this article say they are pleased with the results of the survey. “I’m encouraged that everybody is thinking about this, and that those who do not have anyone in this position are thinking about it,” says McLaughlin. His comment refers to the 28 percent of survey respondents who do not

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have a solution specialist on staff. The rapid speed. Don’t fall behind too long “You’ve got to have a final survey question reveals that a or you’ll never catch up.” vision ... If you just majority of these dealers are moving in What is the initial step? DeSarno ‘bring in a specialist’ that direction. stresses, “you have to have buy-in from “If you do not employ a solution all departments.” Davey agrees, noting and ‘hope for the best’ specialist at the present time, which of that the move to employing specialists it’s not going to happen. the following best describes your plans and concentrating on solution sales is a You’re just going to for th e future?” Th e results (three significant change in direction for the waste a lot of money.” choices listed with the question): “We dealership. “You’ve got to have a vision have no plans to create and fill the posiand be set up to succeed rather than to tion of solution specialist,” 15 percent; “We are giving some fail,” he says. “You’ve got to decide to move your company thought to creating and filling the position of solution spe- 180 degrees, orienting your business in a cialist,” 52 percent; and “We have definite plans to create different direction. If you just ‘bring in a and fill the position of solution specialist,” 33 percent. specialist’ and ‘hope for the best’ it’s not McLaughlin encourages dealers to move quickly in going to happen. You’re just going to waste adding expertise to help customers address problems with a lot of money.” their document-related business processes. “There is not a Brent Hoskins, editor of Office Technology, lot of time left,” he says. “This is going to accelerate at a can be reached at brent@bta.org.

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ITEX 2006 Industry exposition held March 15-16 in Las Vegas by: Brent Hoskins, Office Technology Magazine

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ealers, manufacturers and suppliers converged in Las Vegas March 15-16 with a focus on the latest technologies, sales strategies and market opportunities within the office technology industry.

They gathered to attend ITEX 2006, hosted by Imaging Network and held at the Las Vegas Convention Center.

The show, which featured 75 education sessions, drew 3,211 attendees, up from 2,659 in 2005. The event also featured the products and services of 245 exhibiting companies, up from 180 in 2005.

“Thanks to your support, ITEX continues to grow at an unprecedented pace,” said Marc Spring, president of Imaging Netw ork, as h e welcomed attendees on the first day of the show. “Vendor participation is up 30 percent from last year and ITEX attendance is up 300 percent since its inception in 2001. Today, we have the finest minds in the industry presenting our educational workshops.”

Spring emphasized the changing nature of the industry and the importance of dealers seeking learning opportunities. “We all have opportunities to face and challenges to overcome,” he said . “ We can be complacent or we can enthusiastically seek new ground together ... I ’m proud to say that ITEX has helped dealers who are making the transition 18 | 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 | A p r i l 2 0 0 6

Left to right: ITEX 2006 featured 75 education sessions; attendees visit with a representative of one of 245 exhibiting companies; attendees enter the exhibit hall.

Clockwise from above left: (left to right) BTA President Mark Naylor, Gestetner Western Region Vice President Ron Corsentino and BTA Executive Director Bert Darling display the 2006 BTA Channel’s Choice awards presented to Gestetner for Corporate Support, Digital Product Line and Superior Performance, primary product line; Panasonic Digital Document Company National Sales Director Tony Bhandari (left) and Regional Sales Manager Bob Burke (right) accept the Channel’s Choice award for Marketing Distribution from Naylor; and Muratec America Inc. Marketing Manager Lou Stricklin (left) and President and CEO Yutaka Moriwaki (right) accept the Channel’s Choice award for Outstanding Performance, secondary product line, from Naylor. The awards were presented during the BTA 80th Anniversary Reception.

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Toshiba and Sentry Insurance. from selling boxes to becoming In addition, Spring presented imaging technology providers.”

ImageSource magazine’s Perfect The theme of moving away Image Awards during the recepfrom the traditional box selling tion. The winners and the strategy was prevalent in the award categories: Advanced ITEX show education sessions, Imaging Solutions Inc., Outbeginning with the first of two standing Service Program; Copy full-day Dealer Business Fo& Camera Technologies, Outrums, “Profiting from Selling Left: Lou Slawetsky, president of Industry Analysts Inc., standing Community Involvethe Total Document System,” accepts the 2006 BTA Volunteer of the Year from BTA ment; Centric, Best Use of the held on March 14 as a frontPresident Mark Naylor during the BTA 80th Anniversary Web; Imaging Concepts of New r unn er to th e show. (Th e Reception. Right: Brent Hoskins, editor of Office TechMexico Inc., Most Innovative second forum was held March nology, accepts the BTA President’s Award from Naylor.

Customer Service; R.J. Young 17.) “One of the biggest charades in this industry is that ‘my box is better than everybody Company, Outstanding Marketing Campaign; Stargel Inc., else’s boxes,’” said industry analyst Richard Norton, president Outstanding Sales Program; and Thermocopy, Best Impleof DocuTrends, during the forum. “By and large, I think the mentation of Technology Strategies and Dealer of the Year.

Brent Hoskins, editor of Office Technology, true value left the box and moved to the channel in the 1980s.” can be reached at brent@bta.org.

With the revenue sources resulting from the box placements as the goal (i.e., software sales, professional services, etc.) dealers need to move the focus away from the box, instead addressing business workf low problems, said Norton. “If you don’t see yourself as something other than a copier dealer, then your business cannot succeed,” he said.

In various ITEX education sessions, dealers and others similarly stressed the importance of focusing on the solution rather than the box. Session panelist Ben Russert, president of ProSource, for example, cited the payoff of making the transition. “Approaching business with the solution sale nets us many more boxes (MFP placements) and aftermarket dollars than we would otherwise get,” he said. “The biggest change that we’ve made is focusing on customers and asking questions. What are their pains? What are their needs?

What are their business problems? We go at it from that standpoint, rather than, ‘How many boxes do you have?

What’s your volume?’ They don’t want to talk about that.

They want to talk about themselves and their businesses.”

Beyond the education sessions and vendor exhibits, ITEX 2006 also featured the BTA 80th Anniversary Reception.

During the reception, BTA President Mark Naylor presented awards to the 2006 BTA Channel’s Choice award winners. He also presented the association’s annual Volunteer of the Year Award and President’s Award. (See photos and captions for a list of award winners.) The reception was sponsored by the following vendors: Toshiba America Business Solutions Inc., SYNNEX Corp., Muratec America Inc., Oki Data Americas Inc. and Greater Bay Capital. Door prizes were provided by 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 | A p r i l 2 0 0 6 | 19

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Service Excellence Developing skill sets to meet customer expectations by: John Flesch, Gordon Flesch Company Inc.

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ervice. It’s what most office equipm e n t c o m p a n i e s c l a i m t o of f e r.

Service excellence — many claim to have that level of commitment to service as well. But how do customers know for sure?

How can dealers back up their service excellence claims? In the age of complex and ever-evolving technology, the ability to truly deliver high-quality customer service distinguishes office technology dealerships from competitors.

Customer loyalty is critical. Without your customers’ satisfaction you have little room for growth and development. Healthy relationships with customers play an important role in the success of a business. Because companies are now using multifunction office machines to perform a variety of networked tasks that keep their businesses moving, customer service expectations continue to grow. Companies cannot afford lost hours caused by a down machine.

These increased customer service expectations create the need for your service technicians to have multiple skill sets.

The base elements to attaining quality customer service and benefiting your business are three-fold: knowledge of your customers’ needs, a solid knowledge of the technology that addresses those needs and the interpersonal skills necessary to deliver high-quality service. By continually seeking new learning and training opportunities for your employees, you as a dealer can offer the added value of proven quality service and dedication resulting from years of continual demonstration of best-in-class service.

Knowledge is Key As we know in our industry our customers usually only think about their office equipment when something is 20 | 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 | A p r i l 2 0 0 6

wrong; either their machine is down or they are unhappy with their current operations or costs. Often, a down machine results in lost hours and added stress for everyone. For this reason alone, proactively seeking solutions and developing a dependable knowledge base to react quickly to any situation can result in quality customer service.

At the Gordon Flesch Company service is so critical to our business that we have set a priority to have the largest and best-trained service technician team in the country. In fact, service technicians make up nearly onehalf of our employees. This allows us to get to the customer as quickly as possible with the right parts to fix the problem. The goal is always to fix the problem on the first call.

Customers want that — and expect that.

Needless to say, training is a key component of developing effective, confident service technicians. Within our company, our training focuses on real, everyday situations. But keep in mind that a fully trained service technician does not happen overnight. It takes months of investing in training to develop service technicians who are operating at their peak performance.

Once service technicians are trained well, we provide a supportive company culture to keep them fulfilled, motivated and appreciated. We want to ensure that we maintain a strong technical team; our technicians’ average tenure is more than ten years with our dealership. This is vitally important to sustain and build on the close customer relationships our technicians have developed.

Invest in your teams and encourage certifications, such as Canon’s Association of Technical Services Professionals (ATSP) Certification, to ensure that your company is building a solid knowledge base and increasing the effectiveness of

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The Service Delivery Solution your service technicians. The ATSP proService technician While traditional customer service gram is designed to uphold the high training should ... also is often focused on the service techniperformance standards intended to include interpersonal c i a n s w h o sp e n d t h e h i g h e st p e r support the needs and expectations of centage of time with the customer, the Canon customers. It provides assurance training that creates sales force and call-center employees that its certified members have attained a skill set to help build c a n c o m p l e t e t h e t o t a l c u st o m e r a level of knowledge and performance long-term customer service package to optimize a dealerthat is second to none in our competirelationships. ship’s quality of service. Call center emtive business. ployees and salespeople should be held Dealers should arm not only service technicians, but also the sales force and call center to the same service and relationship-building standard employees, with a continual flow of knowledge through and training as technicians in the field. For instance, the training — not only to prepare everyone to react to cus- more accurately the call center is able to immediately tomer issues in an organized manner, but also to facili- diagnose a customer’s need, the more quickly and effitate problem prevention practices. Building knowledge ciently the on-site service technician is able to solve the around preventive maintenance and seeking to uncover issue. Similarly, sales team members confident in their patterns and issues can be used to predict potential prob- service technicians provide more strength to their sales lems before they occur, thus increasing the up-time of pitches when working to address customer needs.

A strong relationship between sales and technical service office technology. teams creates accountability and reduces risks of empty promises. Completing the service package develops a solid Building Long-term Relationships In any industr y it is important to consider who is core for a reliable dealership known for its knowledge base spending the largest percentage of time in front of the cus- and best-in-class service capabilities. tomer and to be confident in their customer interactions and ability to address individual customer needs. In The Future As the office technology industry continues to move today’s rapidly changing market, if you fail your customers a new competitor will quickly find opportunity in your forward in the customization of technology to meet individual customer needs, service must continue to evolve. misfortune and pick up your lost business.

Service technician training should go beyond equipment Individual customer needs should be addressed through a repair. It should also include interpersonal training that thorough understanding of the customer’s business and creates a skill set to help build long-term customer relation- by delivering the appropriate service needed to make ships. In most cases the service technician is your com- certain that the requirements of the office technology pany’s face to the customer. We have come to know that a equipment are achieved.

By developing an effective knowledge base and building salesperson makes the first sale; the service technician solid customer relationships, the complete sales/call makes the second, third and fourth sales.

The ongoing service technician and customer relation- center/service technician team can provide new levels of ship has the potential to create the familiarity, personal proactive (preventive) and reactive service. Dealers who dedication and immediate attention that customers want strive to better serve their customers increase equipment and need. Customers who realize that the service techni- reliability and up-time, which leads to customer loyalty, concians understand the sense of urgency and the implica- fidence and satisfaction — and, ultimately, your growth.

John Flesch is executive vice tions resulting from a down machine have the added president and treasurer comfort of working with a dealership they can be confident of Gordon Flesch Company Inc. of in terms of quick reaction and service. Technicians Based in Madison, Wis., the familiar with the customer’s business understand their dealership has 800-plus employees equipment usage and can apply their knowledge to the working from seven branch locations and next level of predicting patterns of service and formulating 12 satellite offices. Visit www.gflesch.com. preventive measures to increase up-time. 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 | A p r i l 2 0 0 6 | 21

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COURTS & CAPITOLS

Religious Expression What is acceptable in the workplace? by: Robert C. Goldberg, General Counsel for the Business Technology Association

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s religious beliefs become intertwined with social and political issues it is important to know where to draw the line in your dealership.

As can be seen from two recent cases the lines are neither straight nor clear.

Not So Conservative A young woman was hired by a dealership and at the time was conservative in dress and appearance. She had pierced ears. Over the next months the employee added eleven ear piercings, an eyebrow piercing and a nose piercing. The dealership had in its employee handbook a policy statement requiring a “neat and professional appearance.” The dealer was concerned that the excessive piercings were inconsistent with the company’s values in regard to professionalism. The employee was asked to remove any ear piercing in excess of two and to cover the nose and eyebrow piercings. If she did not wish to place a Band-Aid over the facial piercings, she was told clear plastic spacers would be acceptable.

The employee refused to take any action, stating she was a member of the Church of Body Modification, whose members believe that the practice of body modification strengthens the bond between mind, body and soul. The employee filed a claim for religious discrimination that ended up in federal court. The court rejected the notion that the Church of Body Modification was not a bona fide religion. The law requires that an employer accommodate a religious belief regardless of one’s view as to its validity.

The law actually imposes three requirements in regard to religious beliefs and the workplace. An employer: (1) May not take an adverse employment action against an employee on the basis of religion; (2) Is required to extend reasonable accommodation to an employee’s religious beliefs or practices; and (3) Has a legal obligation to avoid creating a hostile work environment based upon religion.

Lacking Discriminatory Intent In the second case, a salesperson worked under a sales manager with strong religious beliefs that he did not keep to 22 | 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 | A p r i l 2 0 0 6

himself. The manager recruited salespeople from his church for they all had a “close religious bond.” The sales team from the church sang religious songs, left Bible verses and Bibles on their desks and constantly sought to have the non-affiliated employee join them. The salesperson found the constant religious references offensive and requested the company instruct the employees to stop. The company refused to take any action stating the conduct was not offensive and did not interfere with the religious employees’ job performance. The salesperson quit, claiming a hostile work environment and brought suit.

The court found that in order to establish a hostile work environment an employer’s conduct must be motivated by discriminatory intent and be severely abusive or disparaging toward the affected employee. Here the court observed there was no discriminatory intent. Many employees sing at work and such is clearly not a violation of one’s civil rights. The employees had religion in common and discussed it at work in the same manner employees might discuss families, hobbies or sports. Furthermore, the employees never disparaged the other person’s religion. The conduct complained of simply did not rise to the level of creating a hostile work environment.

As society drifts towards more traditional values and beliefs, the courts often lean in that direction as well. Here the salesperson clearly was uncomfortable in the situation, but despite the conduct alleged, as noted, it did not arise to a hostile work environment.

The lines between acceptable and unacceptable positions regarding religion in the workplace are certainly not clear. If you are a BTA member and have any questions, please do not hesitate to call the association’s Legal Hotline (800-869-6688) for assistance.

Robert C. Goldberg is general counsel for the Business Technology Association and a partner in the Chicago law firm of Schoenberg, Fisher, Newman & Rosenberg Ltd. He can be reached at robert.goldberg@sfnr.com.

As religious beliefs become intertwined with social and political issues it is important to know where to draw the line ... the lines are neither straight nor clear.

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EDUCATION CALENDAR BUSINESS TECHNOLOGY ASSOCIATION â&#x20AC;˘ April 2006

EDUCATION CALENDAR May Ann Barr Selling Supplies Seminar Lisle, IL Ames Supply Company is sponsoring this full-day seminar/workshop. Resellers of imaging supplies are encouraged to attend. Learn how to write attention-getting opening statements, sell against discount warehouses, find additional business in existing accounts and much more. Limited to the first 20 who register. To register, contact Ann Barr directly at annbarr3@cox.net or call (757) 463-0924. Visit www.sellingsupplies.com. (BTA member coupon applies toward this class.)

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18-22 Sales Management Workshop

Caribbean Cruise (departing from Tampa, FL) Motive8s is offering a two-day workshop (four-day cruise) coupled with ongoing telephone coaching and Web seminar follow-up that provides office technology sales managers with ownership of increasing revenues/gross profits. This workshop is designed for office technology sales organizations, specifically for sales executives, owners, sales vice presidents, managers and sales supervisors. For more information, contact Paul Strauss at paulstrauss@motive8s.com. (Cruise included in the workshop tuition.)

20-21 BTA FIX: Cost Management for Service

Spokane, WA Learn proven service management and customer service strategies to use in your company. Costing out the service hour, effective and profitable maintenance agreements, efficient vehicle operations, reducing personnel turnover, competitive compensation plans and identifying profit-making opportunities through the service operation are issues that are critical for success. Receive service department worksheets and action plan templates, sample maintenance agreements, cost/price spreadsheet templates on diskette and a handy workshop reference manual.

June 7-8

BTA ProFinance Washington, D.C. Analyze current business practices and evaluate strengths and weaknesses. Participants will explore important issues surrounding profitability benchmarks, asset management, expense controls and employee productivity. They will leave with a clear set of benchmarks and proven strategies for successful implementation with a target goal of 14 percent operating income. This course is sure to help you take control of and improve the financial performance of your company.

For more information and to register for BTA seminars visit www.bta.org or call (800) 843-5059. www.of ficetechnologymag.com | April 2006 | 23

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SELLING SOLUTIONS

Successful Sales Managers A look at Global’s recruiting & retention strategies by: Dan Cooper, Global Imaging Systems Inc.

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ne of my responsibilities as vice president of sales at Global Imaging Systems Inc. i s to h elp our company recr uit, develop and retain the next generation of successful sales managers. We focus on the next generation because in our fast-changing industry, preparing for the future is the only way to survive. We focus on success because if the sales manager and his or h er t eam m emb ers are not successful, they will not remain with us, and we will need to spend time and resources replacing them instead of developing them.

We are after that special, multi-talented individual who wants to make a career out of this industry, who understands what today’s customers demand and what it takes to meet these demands. This, of course, also means he or she knows how to manage the new generation of sales representatives who deal with these customers on a day-to-day basis.

The problem, as we all know, is people with these skills and commitment are in short supply. There are only two sources I know of where we can find these high-demand individuals. We can either hire them away from another company or we can develop them internally. At Global, we have chosen to follow the second strategy. In this article I will share the main reasons why we selected this course and some tips that have helped us make this strategy work.

First of all, let’s take a quick look at today’s customer. That is how I often start sales training sessions, by asking our people to describe their customers and their needs. After several moments of deafening silence, the answers begin. Customers today are less loyal and less patient. They are more educated and working with tighter budgets, and they are looking for far more than only the lowest price. Most of them know the service after the sale is critical, especially since our industry has moved from the analog to the digital world. They need a partner who can determine the best total technological solution for their specific company’s situation and who will be 24 | 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 | A p r i l 2 0 0 6

with them for the long haul.

Now, let’s examine the new breed of sales representatives our sales managers must understand, motivate and train. They are computer literate and embrace the concept of total solutions. Like our customers, they are often less patient and while not n ecessari ly less loyal , th eir loyalty is motivated by more than just money. They are definitely not afrai d of chan ge. Inst ead , th ey implicitly know if they do not continue to grow and constantly keep learning, they cannot hope to keep up with either their customers or their competition.

Obviously, this combination results in a dynamic, highlycharged, extremely competitive environment, calling for a sales manager with unique capabilities and drive. Here are some of the skills on which we place a premium, which define not only a successful but also a great sales manager: The ability to create a high-energy, fun work environment.

The ability to create a team of capable, professionally motivated people.

The organizational skills to manage the business on a week-to-week basis by meeting with each team member in group meetings and in one-on-one sessions.

The ability to use database management to review rep forecasting and prospecting needs.

The ability to create a team environment with unwavering focus on a common goal.

Jeff Jenney, sales manager for one of Global’s core companies, Electronic Systems (ESI), is a prime example of one of these great, “home-grown” sales managers. Jeff started with ESI in November 2000 as a territory representative. He was quickly transitioned to federal government sales and then to the major accounts team. In little more than four years, he was promoted to sales manager of an entire product division, where he continues to thrive. Jeff ’s experience at Global is not unique. We work hard to make sure we are able to spot our top producers as early in their careers as possible and then work with them to

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cessfully meet this challenge, management give them the opportunity to rise as fast “...

Their long-term begins working with them to provide an and as far as they can. prospects are limited in-depth understanding of the financials Regarding his rapid rise and success, only by their own behind sales. Once this is mastered, we Jeff states: “If you would have told me on make them a mentor to one or two other day one I would be managing my own initiative and talents, and promising sales representatives, so they team in only four years, I never would we will support them have a taste for what it is like to manage have believed it. It required a lot of hard with training and reward others. At this point, it soon becomes clear work, to be sure, but the training and menthem with promotions ...” whether this added “people responsibility” toring I received along the way gave me is a good fit or if they are better suited for the necessary support and prepared me for the transition. I can’t think of a better way to create and prefer sticking with sales. If the mentoring process goes longevity within your sales force than to empower each well and they feel comfortable with the management aspect, member to create his or her own success.” Jeff adds that as a the next step is to make them a selling manager, with the company becomes known for promoting from within, responsibility to manage a greater number of sales representarecruiting top-notch sales representatives becomes a whole tives but a smaller territory (and corresponding personal sales quota). Here they have the chance to get a real taste for what lot easier as well.

I think his comments go a long way toward explaining why “life as a Global sales manager” is all about, and we both are we chose to grow our own sales managers. We have found able to find out for sure if they are up to the task.

It is actually this continuing education and training that our time and time again that people like Jeff, who we invest in, pay us back by staying with us. They know their long-term sales managers tell us is the most important motivational tool prospects are limited only by their own initiative and talents, we provide. All of our courses, from those they receive from and we will support them with training and reward them with their earliest days (such as Getting Inside Your Customers’ promotions as they continue to grow. This helps us fight the Head) to the more advanced courses in our Global Leadership “grass is always greener” syndrome and to retain our people. It Institute, are customized and provide real-life, hands-on expealso helps us recruit some of the most talented individuals in rience. In addition, we provide regular opportunities for sales the industry. This strategy has proven to be far more cost- managers from throughout our organization to gather for effective and beneficial to employee morale and customer group training sessions and to share best practices, along with service than trying to hire away other companies’ superstars. our annual Global Leaders Conference for our top achievers.

In addition, Global’s top-rate employee benefits give us a To us, especially in today’s environment, that seems to be a distinct advantage while also motivating employees and crezero sum game where companies are simply bidding up the ating an immediate sense of responsibility. We also encourage price of top talent without encouraging their loyalty.

So, now that you know where we find our sales managers participation in our manufacturing partners’ meetings and and why we look to our ranks to supply them, I’d like to briefly training, furnish top quality marketing materials and support, explain how we identify them and how we continue their provide customer service we feel is second to none and award development. The secret to our success is our benchmarking individual incentives such as the ESI President’s Club Trip for model. This operational tool, which I’m sure most of you have top performers.

So there you have it — what we have found to be the forheard about, consistently evaluates all our employees and measures their performance against a precise set of standards mula for creating, motivating and retaining a winning team of for each department, from sales to service. It lets us know sales managers and leaders who are thriving on the chalexactly how employees are doing, as well as how they rank lenges facing our industry today. I hope some of these tactics among their peers and where even the most successful may and thoughts fit your company and your situation and welcome any questions or suggestions need extra help and support.

When we find sales representatives who are not only (because I’m eager to learn from you as meeting but exceeding their benchmarks — people we feel well) that you may have. Good luck and have the potential to move up to the management ranks — the good selling.

Dan Cooper is vice president of sales for next step is for us to assign them to the major account team.

Global Imaging Systems Inc. He can be Here they face a different level of performance standards and reached at cooper@global-imaging.com. training where the stakes, and rewards, are higher. If they sucw w w . o f f i c e t e c h n o l o g y m a g . c o m | A p r i l 2 0 0 6 | 25

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PRINCIPAL ISSUES

Customer Education Cobb Technologies is making the investment by: Dustin Phillips

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hile the entire office technology industry is discussing the transition from copier dealership to do cum ent solutions provider, there is at least one Virginia dealership that is actually doing something about it. The company is not only making an investment in training its people, but it is also reaching out to its customers and prospects in an effort to educate them. “ We’re not selling copiers,” says Freddy Cobb, president of Cobb Technologies, an independent dealership headquartered in Richmond with multiple branches throughout the state.

“That’s a big difference from a year ago and it currently separates us from our local competition.”

Most dealerships around the country are making an effort to train their salespeople to sell solutions, whether it is through a manufacturer program, BTA or an outside consultant. However, very few are making the investment to ripen the market for a solutions presentation.

“It makes sense to have both buyer and seller talking about a solution or an Current and prospective customers learn about the products and services offered by all-encompassing corporate document Cobb Technologies during a recent open house. strategy,” adds Cobb, whose dealership was named one of the Top 15 Richmond businesses for which to chief operating officer. “In 2005, we had success with educawork. “I can’t see putting all the effort into training our people tional customer events and getting involved with some industry-specific trade organizations. At one event, we got to sell solutions and still have the customers buying copiers.”

Cobb Technologies has taken steps to make sure the sales three new net customers and at another one we sold $70,000 people are adequately prepared. The dealership currently has off the showroom floor.”

According to Gorveatt, these customer events have received three salespeople who have received CompTIA’s CDIA+ certification with another three in the queue. However, it is Cobb’s very positive feedback from both customers and the salesinterest in educating the marketplace that has been respon- people. “We conduct a brief survey following the event and we’ve had people say, ‘I didn’t know you guys did all this,’ and sible for double-digit growth.

“The overall strategy is to focus on the prospect’s business, ‘The seminars are great,’” she says. “We even have our salesnot on the salesperson’s process,” says Toni Gorveatt, Cobb’s people asking, ‘When is the next one?’ Our goal in 2006 is to 26 | 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 | A p r i l 2 0 0 6

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document management, Cobb’s managehave executive luncheons on a quarterly “Our competitors seem ment believes that mass media advertising basis in all the branches.” to be more interested in is required to promote the fact that the Cobb took its show on the road by bea quick hit, rather than dealership is further along the technology coming a sponsor of the Association of spending the time to curve than its competitors. The concern Legal Administrators (ALA) luncheon. For for educating customers and the dealera modest fee, the dealership was able to educate the prospect ship’s high profile are major reasons why it attend, network and give a brief presentaand truly examine their has the credibility to participate in such tion. From the one luncheon, Cobb genercurrent situation.” events as the non-profits luncheon. ated two new customers and still has “We’ve used a lot of radio to impact our several leads it is working on.

The dealership has also made an impact in the non-profit markets,” says Cobb. “We’ve had some fun doing it, but we keep arena at its regularly scheduled events. Recently, Cobb partici- it professional and informative. We don’t want our customers pated at a luncheon at which it made a 45-minute presentation and prospects to be intimidated by advancements in techto an audience that included all of Virginia’s high-profile non- nology. We truly believe that given a chance, we can help our profits, including the Catholic Charities, the Red Cross and the local business people reduce their monthly overhead as it relates to copying, printing, scanning and faxing, plus use our knowlUnited Methodist Family Services.

“We have a presentation that points out how technology edge and resources to make their workday more productive.”

Like many other dealerships around the country, Cobb is can add to the bottom line,” says Gorveatt. “At the recent luncheon we focused on how more dollars can go to the bene- using a print assessment or document assessment to get a ficiaries of the non-profit rather than office expenses. We were better feel for the document workflow of an organization and able to solidify existing relationships and picked up a couple of to uncover more applications. But the dealership has taken it to a whole new level. Cobb’s CDIA+ certified representatives great leads.”

At another event a CPA gave a presentation on what Cobb are very adept at evaluating a company’s entire output system had done for his firm, starting with a workflow assessment. and how it is being utilized. There is also a service/support The presentation had tremendous impact since Cobb had analysis to uncover inefficiencies and lost productivity.

“These assessments have been very effective in helping our saved his organization more than 3 percent of overall revcustomers streamline processes and ultimately lower their enues, including $18,000 on one printer alone.

“That type of presentation is priceless,” says Gorveatt. “It’s operating expenses,” says Cobb. “Our competitors seem to be powerful because it’s a real customer and has even more credi- more interested in a quick hit, rather than spending the time bility because it was a CPA. Plus, it made me very proud of our to educate the prospect and truly examine their current situation. Our people have done some amazing things with forms sales team knowing they’re performing for our customers.”

Although the intent is for Cobb to continue participating applications, but unless we spend time with the prospect to and sponsoring these vertical market events, the on-site completely understand their situation, we’re just guessing and luncheons are the real focus. It provides a captive audience, that’s a disservice to our customer.”

“The key is to have educated customers and prospects,” allows them to explore the showroom before or after they eat and it doesn’t take the entire sales force out of the field like an adds Gorveatt. “The more they know about the process and what we’re looking for, the better we can do our job and the open house.

“We had an executive luncheon recently around scanning, more benefit they will derive from their Cobb relationship.”

Most office technology dealers are talking the talk. Some document storage and retrieval entitled ‘Manage Your Documents,’” explains Gorveatt. “We were able to make the solu- are even walking the walk. However, very few are taking the tions real by focusing around a customer case study. We had time, energy and dollars required to educate the market that representatives from our manufacturers present along with a there is a better, faster and potentially less expensive method few salespeople. The majority of our sales teams remained in of managing document workflow.

Count Cobb Technologies as one that is not only ahead of the field, so we didn’t lose any selling days. To keep with the theme, we gave away an iPod, which communicated the the technology curve, it is making sure customers and prospects are also educated and ahead of that curve. concept of digital storage and retrieval.”

Dustin Phillips is a freelance writer In addition to believing it is important to educate the marbased in Costa Mesa, Calif. ketplace about better business practices through more efficient 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 | A p r i l 2 0 0 6 | 27

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PRINCIPAL ISSUES

Close-up: Toshiba OEM provides dealers a variety of learning tools by: Anthony Codianni, Toshiba America Business Solutions Inc.

Editor’s Note: Throughout 2006, Office Technology magazine will be inviting the copier/MFP OEMs that sell through the dealer channel to submit articles regarding their dealer support initiatives and/or training programs. The intent is to provide each of the OEM’s authorized dealers — and the channel in general — a better understanding of some of these current initiatives and programs. Following is the third of these OEM submissions, from Anthony Codianni of Toshiba America Business Solutions Inc.

A

company’s workforce is its No. 1 asset. Investing in developing world-class leaders and teams is critical t o a ny b u s i n e s s’ su c c e s s i n t h e 2 1 st c e n tu r y.

Toshiba America Business Solutions Inc. (TABS) realizes the importance of comprehensive employee training and education , and has made a significant investment in ensuring that our dealers have the tools they need to achieve maximum sales success.

All 13 members of the TABS education and development team are professional educators who understand adult principles of learning and instructional effectiveness, and create training programs that deliver the information required by every type of learner. Because different people learn in different ways and at different rates, our education and development team has created a corporate university that provides a variety of learning tools to reach all types of learners.

Toshiba Digital University Toshiba Digital University (TDU) is designed to facilitate a more personalized learning environment that aligns with preferred learning methods. TDU offers a 24/7 learning environm ent, using a blended learning approach combining synchronous (live) and asynchronous (archived) methods, utilizing e-learning and mobile learning, or m-learning, strategies and providing on-demand training content to anyone, anywhere, at anytime. Delivering the information by way of a variety of methods ensures that individual salespeople can choose the method that works best for them, thereby increasing learning retention. Additionally, this blended learning approach allows dealers to choose how, when and where they want to train.

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Top image: The Training To Go “training in a box” units include everything TABS’ trainers need to conduct a hands-on, technology-based training course. Bottom image: E-learning programs, such as the one pictured here, can be conducted online through TABS’ FYI Portal 24/7.

TDU ’s three-part structure is comprised of facilities throughout the United States and Singapore, Asia; virtual training through our FYI Internet Portal; and mobile training

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programs that are delivered at our dealers’ locations. Mobile training also is offered using m-training methodologies, which utilize devices such as iPods and Toshiba Gigabeat MP3 players. By employing a variety of training methods, TABS is able to ensure that its dealers are best prepared to understand and meet the needs of the customer.

ensuring they have all the tools they need, right when they need them, for effortless trainin g usin g our own t e chnolog y resources. Thus, in 2004, the TTG program was assembled, marking a significant departure from any “sales training” program in our industry.

TABS has employed several methods to ensure the TTG program was well designed to meet the learning needs of our dealer sales reps. This was accomplished by incorporating the following program benefits: A Mobile Program that Delivers Content to the Dealer — Making the program mobile eliminates the cost, lost sales and personal stress of constant travel that were previously put on dealerships and their sales teams. This approach is made possible, in large part, by our company’s position as a leader in the technology industry. Our trainers bring the training to the students with our “training in a box” units. These mobile training “classrooms” include everything our trainers need to conduct an effective, hands-on and technology-based training course, including laptop computers, a wireless network and a projector, among other training materials. And because much of the information is completed at the dealership, participants are more willing to participate and can immediately apply what they’ve learned out in the field — further reinforcing their learning.

A Blended Learning Approach — TTG incorporates a blended learning approach using visual, audio and kinesthetic modalities. We combine Web-based training with selfstudy, audio-visual, print and classroom methodologies. Our program consists of listening to presentations online, viewing demonstrations online and hands-on experiences in the classroom. Our blended learning methods are a result of our promise to our students to “make you free, make you mobile and make you successful.”

An Efficient Learning Approach — In only four days, sales associates who previously had no experience with our brand are able to sell confidently. They learn how to sell Toshiba products and gain valuable hands-on experience, all while remaining in the field. Overall, they become highly knowledgeable representatives of the Toshiba brand and are well poised for success.

A Flexible Learning Approach — With learning also conducted online through our FYI Portal, learning can be completed anywhere with an Internet connection — even at home after hours. Sales reps can participate in synchronous e-learnings or, if their schedule does not permit live viewing,

... We discovered that untrained sales reps were selling three times less than trained reps.

We realized we needed to develop a new training program ...

Training To Go O n e of th e b est examples of TAB S’ commitm ent to investing in programs that maximize our dealers’ sales potential is our unique mobile training program, Training To Go (TTG). TTG is a four-day training program designed for newly authorized dealers who have added Toshiba products to their sales offerings.

TABS developed TTG based on the challenges we had faced with more traditional, classroom-only based programs. In TABS’ previous method of training employees of newly authorized dealerships, the transition team would use the industry’s standard immersion process: bringing sales staff, as available, to remote locations for intensive classroom training at the expense of the dealer. There were many challenges with this previous process, including: salespeople disliked being out of the field due to lost sales and time away from home; training such a large number of salespeople was becoming unmanageable; and travel and accommodation costs made this method expensive for dealers. The reality was that new dealers were sending only a few select sales reps for training, so we knew our training delivery methods had to change.

After conducting an analysis of our sales team, we discovered that untrained sales reps were selling three times less than trained reps. We realized we needed to develop a new training program that would allow all the salespeople at newly authorized dealerships to quickly learn the information necessary for immediate sales success. Thus, the Training To Go program was created, distilling previous training methods into a highly focused, four-day program consisting of only the elements that were immediately critical for newly authorized dealers’ sales staffs.

With the knowledge that our dealer sales reps already were proficient at selling digital office products, the training team focused on a highly concentrated, mobile program that allowed newly approved sales teams to gain the knowledge essential to begin selling Toshiba products immediately and confidently. We created five mobile training kits that travel from dealership to dealership with the training teams,

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asynchronous Webinars are archived for online evaluation forms allow for immeWith Training To Go, reference at a later date. diat e feedback on th e program with we have created a A Program that is Affordable for our responses provided to our training team. training program that Dealers — With Training To Go, we have This has enabled us to continually modify made a 180-degree turnaround from our the program so that it consistently meets is more desirable previous training methods by making the needs of our dealers. to our dealers by dealer learning a corporate investment With Training To Go, we have created a making it free and and eliminating dealers’ monetary obligatraining program that is more desirable making it mobile. tions. TABS eliminated travel expenses by to our dealers by making it free and bringing the training to the dealers’ locamaking it mobile. Our corporate motto is tions and reduced training time so that salespeople could “Don’t Copy. Lead.” and it extends to all facets of the organibegin selling right away. Dealers not only appreciate this shift zation, including training, as demonstrated through our in financial responsibility, but now can afford to train their commitment to increasing dealer sales by providing the best entire sales staffs as opposed to just select salespeople. t ra i n i n g a n d su p p o r t m a t e r i a l s i n t h e Best of all, our experience has shown that our dealers love industry 24/7, and developing our dealers’ the TTG system. Without question, dealers are pleased that capacity to grow. the learning model is effective, that the program costs Anthony Codianni is director of education and nothing and that it is convenient due to the elimination of development at Toshiba America Business travel. Additionally, at the end of each training program, Solutions Inc. Visit www.copiers.toshiba.com.

ADVERTISER INDEX Ames Supply Company (800) 323-3856 / (630) 964-2440 Fax: (800) 848-8780 / (630) 964-0497 www.amessupply.com / E-mail: info@amessupply.com

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Azerty (800) 888-8080, Ext. 21223 / (716) 662-0200 Fax: (716) 662-7616 www.azerty.com/bta / E-mail: azerty-sales@azerty.com

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FMAudit (573) 632-2461 / Fax: (573) 632-2465 www.fmaudit.com / E-mail: sales@fmaudit.com

9

InfoDynamics Inc. (888) 446-8228 / (317) 578-2167 / Fax: (317) 913-4580 www.infod.com / E-mail: intact@infod.com

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MKG Imaging Solutions Inc. (800) 881-7545 / (905) 564-9218 / Fax: (905) 564-9225 www.mkg.org / E-mail: sales@mkg.org

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Color Imaging Inc. (800) 783-1090 / (770) 840-1090 / Fax: (770) 840-7029 www.colorimaging.com / E-mail: sales@colorimaging.com

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NER Data Products Inc. (888) 637-3282 / (856) 881-5524 / Fax: (856) 881-2393 www.nerdata.com

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CompTIA www.comptia.org/breakaway

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Print Audit (877) 412-8348 / (403) 685-4932 / Fax: (403) 249-9471 www.printaudit.com / E-mail: sales@printaudit.com

DocuWare Corp.

(888) 565-5907 / (845) 563-9045 / Fax: (845) 563-9046 www.docuware.com / E-mail: dwsales@docuware.com

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Toshiba America Business Solutions Inc. (949) 462-6165 www.copiers.toshiba.com

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Business Products Council Association (800) 897-0250 www.businessprouductscouncil.org

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Office Technology Magazine Business Technology Association 12411 Wornall Road Kansas City, MO 64145 (816) 941-3100 www.officetechnologymag.com www.bta.org

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