April 2008 Office Technology

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Piecing Ideas Together.

The BPCA was founded in 1963 with the vision of forming a best practices organization that unites leaders of independently-owned office equipment dealers. The concept is quite simple - bring the leaders of these companies together so that they can share ideas, learn from each other, and take their businesses to the next level.

Our members will attest that it’s well worth the investment by making each of them better leaders and bringing more value to their dealerships.

Feel like there’s something missing from your organization? Let BPCA bring together all the pieces of the puzzle.

“Better Dealers Through Learning and Idea Exchange.”

If you’d like more information about our organization and how to join, please send us an email or give us a call.

Phone: 800.897.0250 Email: info@businessproductscouncil.org Website: www.businessproductscouncil.org Membership Director BPCA c/o BTA 12411 Wornall Road Kansas City, MO 64145

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CONTENTS Volume 14 No. 10 G

FEATURE ARTICLES 10

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Document Management Streamlining customers’ business processes

COURTS & CAPITOLS Avoiding Headaches Think twice before acting — call the Legal Hotline

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by Brent Hoskins Office Technology Magazine

by Robert C. Goldberg BTA General Counsel

They can save customers space now occupied by file cabinets, provide instant access to information and streamline document-based business processes. For many office technology dealership customers, today’s document management solutions may be worth a second look.

Most often a member contacts me prior to taking an action or reaching a decision, but sometimes the call comes after the fact.

PRINCIPAL ISSUES Millennials at Work How to manage the ‘next great generation’

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‘Deliver the Difference’ Toshiba hosts National Dealer Meeting March 2-5

by Paul Schwartz Copier Careers

“Stand back all bosses!” CBS correspondent Morley Safer advised in a recent “60 Minutes” segment. Millennials have just begun to enter the workforce.

by Brent Hoskins Office Technology Magazine

Focusing on its commitment to and support of the independent dealer channel, as well as on new additions to the company’s color MFP line-up, Toshiba America Business Solutions Inc. hosted its national dealer meeting March 2-5.

Customer Loyalty Competencies that can help you lead the charge

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by Joanne L. Smikle Smikle Training Services Inc.

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By David C. Ramos Strategy Development

“Eighty percent of success is just showing up.” This Woody Allen quote may be true, but I would like to put some qualifiers on Allen’s statement. To increase your odds of winning new clients, you still need to do basic planning.

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Customer loyalty, the profitable allegiance we all seek, begins with leadership competence. How you lead directly impacts customer relationships.

Pre-Call Planning Ask yourself these questions before any appointment

SELLING SOLUTIONS Executive Selling Strategies for ensuring success above ‘the line’

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by Tom Kramer Strategy Mapping Selling

Many salespeople do not fully understand how to go about creating the executive-level relationship. Top performers know the importance of upper-level contacts.

DocuWorld 2008 Software vendor hosts partner meeting Feb. 19

by Brent Hoskins Office Technology Magazine

Emphasizing the growing opportunities in the market for document management systems, DocuWare Corp. hosted its DocuWorld 2008 meeting Feb. 19 in Las Vegas. Themed “Beyond Boundaries,” there were around 180 attendees.

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DEPARTMENTS 6

Executive Director’s Page

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BTA President’s Message

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Advertiser Index

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EXECUTIVE DIRECTOR’S PAGE

Channel’s Choice Report Available ince 1989, th e Business Technology Association (BTA) has worked to encourage manufacturers and suppliers to strive to further improve their support of the dealer channel. In that year, the association established what is today the Channel’s Choice Awards program, designed to recognize those office technology vendors that have distinguished themselves above all others in terms of the quality of their support of the dealer channel.

In the March issue of Office Technology magazine, BTA announced the 2008 Channel’s Choice Award winners. This year’s award recipients — Muratec America Inc., Savin Corp. and Toshiba America Business Solutions Inc. — were determined by voting ballots cast by 275 office technology dealers.

But it doesn’t stop there.

Beyond simply asking dealers to rate the performance of their vendors in order to help the association recognize those that are deemed the most supportive of the channel, BTA makes the full results of the balloting process available to its members. Specifically, in recent years, BTA has engaged Industry Analysts Inc. to produce a comprehensive report on the ballot results, allowing members to see details on how all vendors rate in the eyes of dealers.

I’m pleased to announce that the 2008 Channel’s Choice Report is now available for download in the members-only section of the BTA Web site, www.bta.org. (Click on “Research” on the home page. You will need your member login and password to access the report.)

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This is not just a three- or four-page report. It is a 106-page report ( free to members) that features dozens of charts and graphs so that you can clearly see how your primary and secondary vendor partners compare to their competitors in four key p er formance cat egories — corporat e support, marketing distribution, digital product line and inventory.

In each of the four categories, dealers were asked to rate their primary and secondary vendors in key areas on a scale of 1 (not at all satisfactory) to 7 (excellent). For example, in the area of digital product line, the survey asked dealers to rate vendors in 14 areas related to product availability and performance. Among them: product reliability, availability of technical/software support and ease of installation on a network. The report includes a look at the findings for each of these areas (and all the others) for both primary and secondary vendors.

Here is a sample of the type of information you will find in the report: On the scale described above, for the overall comparison of primary vendors, the mean among all of those those casting votes was 5.70. Toshiba, the winner, received a mean approval rating of 6.09. The first runner-up was Savin with 6.03, followed by Canon with 5.96.

For the overall comparison of secondary vendors, the mean among all of those casting votes was 4.89. Muratec, the winner, received a mean approval rating of 5.65. The first runner-up was Toshiba with 5.53, followed by Canon with 5.20.

If you are interested in learning more about how others view your vendors and their competitors, download the report today.

— Brent Hoskins

Executive Director/BTA Editor/Office Technology Brent Hoskins brent@bta.org (816) 303-4040 Associate Editor Elizabeth Marvel elizabeth@bta.org (816) 303-4060 Contributing Writers Robert C. Goldberg, General Counsel Business Technology Association Tom Kramer, Strategy Mapping Selling www.strategymappingselling.com David C. Ramos, Strategy Development www.strategydevelopment.org Paul Schwartz, Copier Careers www.copiercareers.com Joanne L. Smikle, Smikle Training Services Inc. www.smiklespeaks.com

®

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 Valerie Briseno Membership & Marketing Manager valerie@bta.org Mary Hopkins Database Administrator mary@bta.org Teresa Leerar Bookkeeper teresa@bta.org Brian Smith Membership Sales Representative brian@bta.org ©2008 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 ®

Did You Know BTA Offers Scholarships? n many cases, the Business Technology Association’s member dealers are not fully familiar with all of our benefits. In fact, we often hear such comments as: “I didn’t know BTA offered that to its members.” A good example is the BTA Scholarship Foundation, which, each year, presents $1,000 or $1,500 scholarships to the sons and daughters of the employees of member dealerships.

For the current 2006-07 school year, BTA awarded students 20 scholarships to use at colleges or accredited vocational trade schools for tuition, books, school supplies or lab fees. Each recipient was selected by an impartial and independent evaluator based on the evaluation of completed applications and essays submitted to BTA. The application asks students to provide information on: school activities; leadership positions; work experience, recognition and awards; and community involvement. Each applicant is also asked to ensure his (or her) current transcript is provided to BTA. In addition, as noted, applicants must submit an essay on a specific topic. For the upcoming 2008-09 school year, for example, applicants are being asked to submit an essay in response to the question: “As a member of the ‘Millennial’ generation, what do you see as the two greatest failings of the preceding generations, and what would you do to correct them?”

As a parent or employer of those who have college-aged children, perhaps your question is: “How long has BTA been offering scholarships?” It’s been a few years. This member benefit got its start on Feb. 23, 1968, at the

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retirement dinner of Dorothy R. Ames when the BTA East District (then EROMDA) announced the creation of the Dorothy R. Ames Scholarship Foundation. In 1971, that foundation transitioned into what is today the BTA Scholarship Foundation. Since then, BTA has helped hundreds of students defray the cost of higher education.

As you might expect, students are always excited to receive a BTA scholarship. Here’s a sampling of some of the thank you notes we received for the current school year: “Thank you for allowing me this wonderful opportunity to advance my education. I was so excited to see I was a recipient of this prestigious scholarship. Thank you!”

— Lindley B. “I was very pleased to hear that you had selected me as one of the scholarship recipients. The award is greatly appreciated and will be put to good use.” — Jeff B. “Thank you so much for your $1,000 gift through the BTA Scholarship Foundation. The scholarship money will aid me in purchasing much needed textbooks and will ultimately help me achieve my goal of becoming a veterinarian. Thank you, once again, for your generosity.” — Michelle R. As a BTA member dealer, if you or your employees have college-aged children, I encourage you to contact BTA for a scholarship application. Don’t delay. The deadline for submission of applications and essays for the 2008-09 school year is May 1. To receive an application, contact BTA’s Mary Hopkins at mary@bta.org or (816) 303-4031.

Whether you have college-aged students or not, please consider making a donation to the BTA Scholarship Foundation, which is funded through member contributions.

— Shannon Oliver

2007-2008 Board of Directors President Shannon Oliver 25 Wheaton Circle Greensboro, NC 27406 shannon@bta.org President-Elect Ronelle Ingram Steven Enterprises Inc. 17952 Sky Park Circle Ste. E Irvine, CA 92614 ronellei@msn.com Vice President Bill James WJS Enterprises Inc. 3315 Ridgelake Drive P.O. Box 6620 Metairie, LA 70009 bjames@wjsenterprises.com BTA East Thomas Chin Accolade Technologies LLC 31 Mamaroneck Ave. Ste. 508 White Plains, NY 10601 tchin@accotech.com BTA Mid-America Mike Blake Corporate Business Systems LLC 2018 S. Stoughton Road Madison, WI 53716 mblake@corpbussystems.com BTA Southeast Jerry Jackson All South Copiers (ASC) 1325 Cobb International Blvd.

Ste. A Kennesaw, GA 30152 jerry@ascopiers.com BTA West Rock Janecek Burtronics Business Systems Inc. 216 S. Arrowhead Ave. P.O. Box 1170 San Bernardino, CA 92408 rjanecek@burtronics.com Ex-Officio/General Counsel Robert C. Goldberg Schoenberg Finkle Newman & Rosenberg Ltd. 222 S. Riverside Plaza Ste. 2100 Chicago, IL 60606 robert.goldberg@sfnr.com

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Document Management Streamlining customers’ business processes by: Brent Hoskins, Office Technology Magazine

hey can save customers space now occupied by file cabinets, provide instant access to information and streamline document-based business processes. For many office technology dealership customers, today’s document management solutions may be worth a second look.

The market for such solutions remains largely untapped. Today, there are approximately 620,000 U.S. companies that have between 20 and 500 employees, says Gregory Schloemer, president of DocuWare Corp. (www.docuware.com), which offers the DocuWare 5.1x document management system. “Only about 15 percent of those 620,000 have implemented a document management system,” he says.

“Eighty-five percent of the market is still wide open. I’m not aware of any other industry that has that kind of potential.”

Chris Wacker, senior vice president of business development for Laserfiche (www.laserfiche.com), which offers the Laserfiche 8.0 document management product suite, shares a similar assessment of the market. “It’s very far from saturated,” he says. “I would say that if a salesperson makes 10 calls, only one of them will have something in place in document management. For all intents and purposes, he [or she] will have far more leads than he can deal with.”

Coupled with the appeal of the wide open market is the reality that the value proposition of a document management solution is fairly simple to explain. Without such a solution the end-user must look through multiple places for documents related to a single business transaction, says Schloemer. “You’ve got to look through paper files, your

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incoming e-mail, your faxes and probably through your PC files to find all the information you need about a business transaction,” he explains. “What we are able to do with DocuWare is take all document types or file types and bring them into a central document pool — or electronic file cabinet — so that with one search you have all the documents related to a business transaction. We don’t care where the documents are coming from, we can organize them and let you start to manage them. This allows you to automate the business processes around these documents, creating workflows.”

Actually, end-users are being increasingly led by certain market drivers to implement a document management solution. “Today, you have business processes, workflows and integration, but you also have compliance issues with Sarbanes-Oxley, HIPAA, etc.,” says Paul Maxwell, vice president of sales for Westbrook Technologies Inc. (www.westbrooktech.com), which offers the Fortis document management solution. “So, customers are saying, ‘Not only do I need to reduce my storage costs, but I need to get my arms around these compliance issues as well.’”

While there appears to be a growing need for a document management solution in the workplace, there may be reluctance among many end-users to initially implement an enterprise-wide solution. For that reason, document management solutions are scalable.

“Among the prospective customer objections, number one is price,” says Maxwell. “We tackle that by providing a departmental type solution that is scalable. We can say,

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hardware only to also selling ‘We’re going to give you a “‘You don’t have to get software. Maxwell cites the product that looks and feels into this for a $100,000 typical questions dealers are the same with three concurinvestment’...The dealer asking: “‘How do you turn an rent users as it do e s for office equipment jockey — a 3,000 concurrent users. You can start small, attack sales guy — into a solution don’t have to get into this the pain points and say to specialist? How do you get for a $100,000 investment.’ the prospect, ‘If I can an organization to look at That way, the dealer can show you an ROI on this you as a solutions company start small, attack the pain department, can we do business?’” as opposed to just a hardpoints and say to the pros— Paul Maxwell ware dealership? How do pect, ‘If I can show you an Westbrook Technologies Inc. you create incentives for ROI on this department, sales reps?’ can we do business?’”

“We all know what the challenges are, so what I do is I It should be noted that document management solutions are often ultimately implemented enterprise wide. “When a acknowledge those challenges from the word ‘go’ with the dealer [selling the Fortis solution] gets started, the average potential dealer,” says Maxwell. “I also acknowledge that a transaction is about $10,000,” says Maxwell. “But that doesn’t lot of the document management products that are out mean that we don’t have $100,000 to $300,000 orders. We there are sort of the same. My approach is not about how my software is different and better — it is — but it’s about how have plenty of those.

“Those come over time for the dealer,” he continues. “We we take the office equipment dealers’ challenges and help are a mid-market company, fully playing in the enterprise them to sell the product.”

For example, he says, Westbrook, which sells its products solutions space. However, we have to take incremental steps to get the dealership to the position where it is able to through VARs and office technology dealerships, can help dealers build the right compensation program to help compete in those environments.”

A wide open market? Market drivers? Ease of entry? Orders incent sales reps to seek and pursue document management up to $300,000? Why are more dealers not pursuing the docu- opportunities. Likewise, through its marketing team, Westment management market? “Inertia,” says Wacker. “There is a brook offers “everything from case studies to PR pieces to hosted seminars to open houses on technology solutions, to comfort level in selling commodity or low-margin products.”

In many cases, says Maxwell, dealers do not believe their get the dealer’s customers to accept the fact that the dealerdealerships are ready to aggressively pursue the sale of a ship is now in the solutions space,” explains Maxwell. “We solution. “They have been to the dealer meetings, read the have all of the professional resources. Most dealers don’t articles in the industry publications and, so, have heard they have the breadth in the organization or the experience and need to be in the solutions space,” he explains. “But, when history or expertise on the marketing side. Dealers can look you are talking about an independent organization that has at us as being an all-inclusive service.”

DocuWare adheres to a similar strategy. “We spend been owned by the same family for many, many years, there perhaps 40 percent of our time developing a product is reluctance to make that investment.”

Similarly, Christopher Lupton, president of InfoDy- feature and the other 60 percent in making the feature namics (www.infodynamics.com), which offers the Intact channel ready,” says Schloemer, emphasizing that the SMART document management solution, observes that company only sells through dealers, referred to as “partsome dealers are hesitant to proactively make a software- ners” by DocuWare. “We know from the moment we write based solution a significant part of their business. “Those the first line of code that somebody else is going to be dealerships are becoming ‘Me Too’ dealerships,” he installing this, maintaining this and providing training on explains. “In other words, they’ll bring up a solution when how to use the product.”

For that reason, says Schloemer, DocuWare provides a a competitive dealer has presented a worthwhile opportubroad range of training opportunities and support tools to nity to the prospect.”

Fortunately, software vendors recognize the challenges its partners. For both service and sales, the company offers dealerships face when transitioning from essentially selling 12 computer-based training courses that are followed by five 12 | 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 8

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days of classroom training, than 200 tools that help in “We start very basic with culminating in a certificathe sales process. Beyond prospecting, qualifying tion examination and then the training courses, these and presenting ... but all annual recertification. “On tools range from assistance the sales side, for example, with the development of geared around selling we really take it to ‘Sales compensation plans to prosolutions. So, in the end, it 101,’” he explains. “We start files that identify key emisn’t really so much about very basic with prospecting, ployee skill sets.

DocuWare, it’s about any qualifying and presenting — While word of the availsolution that the partner sells ...” what to present and how to ability of comprehensive — Gregory Schloemer present — but all geared training and support is unDocuWare Corp. around selling solutions. So, doubtedly welcomed by in the end, it isn’t really so dealers, two key questions much about DocuWare, it’s about any solution that the likely remain for those only now considering the document partner sells, to provide them with the tools they need to be management arena: (1) Are specialists required? (2) Where do better and stronger in selling, even to the point where we can I begin? train the partner on how to generate professional services.”

Regarding the need for document management specialists, In all, says Schloemer, DocuWare offers its partners more the responses vary. DocuWare partners, for example, are

BTA Can Help.

Scholarships for use at colleges or accredited vocational trade schools are available to the sons and daughters of BTA retail dealer members and the sons and daughters of their full-time employees.

Scholarship recipients are chosen by an impartial and independent evaluator.

Having trouble finding money for your child’s education?

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Completed applications must be received at BTA by May 1. To obtain a scholarship application form, contact Mary Hopkins at mary@bta.org, call (816) 303-4031 or write to: BTA Scholarship Foundation, 12411 Wornall Road Kansas City, MO 64145. ®

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says, adding, as previously required to have both a ser“We offer dealers a 40 suggested, that the dealervice and a sales specialist percent margin on our ship first pursue a departwithin the dealership. Schloesoftware. And, our best mental solution within the mer explains the requirement, customer locations. “ You focusing on the sales speVARs make up to $10 on show them value. You show cialist. “Quite honestly, one of every $1 of Laserfiche. them a product that is easy the benefits is to limit the liaThat’s on professional to use and, ‘Oh by the way,’ bility of the dealership,” he services, like consultation, scalable. That’s a key comsays. “ The last thing the configuration and so forth.“ ponent. You are selling a partner wants is for Docu— Chris Wacker product that is enterprise Ware or any solution to be Laserfiche cap abl e. S o, si x months sold into an environment down the road, when the incorrectly where the customer becomes unhappy. In that case, the partner — the dealer customer comes back to you, you don’t have to sell them — starts to lose the relationship and, ultimately, the customer.” another product.”

That will occur, Maxwell essentially promises. “About 50 Unlike DocuWare, InfoDynamics does not specifically require specialists. However, says Lupton, the dealerships that percent of our revenues come from our base,” he says. “What are the most successful selling the software company’s prod- that tells us is that most customers add licenses and servucts “typically have a person — a ‘champion’ — whose role is ices when they buy document management software.”

Wacker offers another indication of the nature of the softto either sell the document management solution or someone who is the point person for the sales staff,” he says. “So, to be ware category’s revenue opportunities, referring in particsuccessful you don’t need a document management expert, ular to Laserfiche. “We offer dealers a 40 percent margin on but it’s best to have someone who can explain the benefits the our software,” he says. “And, our best VARs make up to $10 on every $1 of Laserfiche. That’s on professional services, customer will get from a document management system.”

In contrast to the comments from Schloemer and Lupton, like consultation, configuration and so forth.”

Beyond any revenue from the software and professional Laserfiche’s Wacker says his company’s product does not require a specialist or necessarily benefit from having a services, dealers should be thinking about how document champion. “I would say a general equipment salesperson management solutions can help to lock-in the customer, says can do it,” he says. “You don’t have to be a solutions spe- Maxwell. “Most customers add licenses and when you add cialist to be able to construct a system for somebody. If one licenses to a document management solution, you are creis familiar with Microsoft Office or Explorer, he is familiar ating exit barriers around that account,” he says. “The best value proposition for dealers — facing eroding margins and with Laserfiche immediately. They are very similar.”

While dealers will want to further pursue the “Are spe- growing competition— is putting up exit barriers so those cialists required?” question when comparing document accounts will stay with them. So, when that hardware lease management solutions, one might expect that the simple comes up, the customer doesn’t think twice about renewing answer to the “Where do I begin?” question is: “With cur- with the dealer because it’s all tied together.”

Without the exit barrier that a document management rent customers.”

Maxwell offers a more detailed response in the form of solution provides, “at some point somebody is going to advice to dealers. “You have a book of business of, let’s say, a come in and have a better price than you,” says Maxwell. thousand customers,” he says. “Out of those thousand cus- “Then you are going to lose that customer. Every time you tomers, who do you have a ‘very good’ relationship with? lose one, you’ve got to work twice has hard to get a new one.

These are the customers who, when you talk to them about That’s why these exit barriers are so critiROI, no matter what the product or solution, they are ready, cally important.”

Brent Hoskins, executive director of the willing and able to listen.”

Business Technology Association, Next, says Maxwell, the dealership should “whittle” that is editor of Office Technology magazine. list down to 25 customers that have “high-transactional” He can be reached at brent@bta.org. and “high-value” documents. “That’s who you target,” he 16 | 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 8

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‘Deliver the Difference’ Toshiba hosts National Dealer Meeting March 2-5 by: Brent Hoskins, Office Technology Magazine

ocusing on its commitment to and support of the independent dealer channel, as well as on new additions to the company’s color MFP line-up, Toshiba America Business Solutions Inc. (TABS) hosted its national dealer meeting March 2-5 at the Four Season Resort Aviara in Carlsbad, Calif. There were approximately 550 attendees.

The opening General Session began with a presentation of the Business Technology Association’s Channel’s Choice Superior Performance Award to TABS. The Channel’s Choice Awards are based on a nationwide survey of independent dealers, asked to rank their primary and secondary vendors in key performance categories. In addition to the top honor in the awards program, TABS earned the Channel’s Choice Awards in the categories of corporate support and marketing distribution.

Mark Mathews, president and COO of TABS, was joined by approximately 75 TABS employees as the Superior Performance Award was presented. “This award not only represents the hard work of all of these people on stage and many others behind the scenes, it represents a vote of confidence from you, our dealers, and we appreciate it from the bottom of our heart,” he said. “BTA has always been the voice of you, the independent dealer. The Channel’s Choice Award is a great indication that you know we’re delivering the difference, with the tools, training, services and products you need to succeed in today’s competitive market.”

Mathews later continued his emphasis on the meeting’s theme, “Deliver the Difference,” noting that TABS’ ability to change and innovate has contributed to its success. “Toshiba America Business Solutions is growing and profitable despite a market for our products and services that is flat,” he said. “In fact, in the just-released market share results for calendar year 2007, of the top ten MFP manufacturers, Toshiba was one of only three that grew unit placements in the office market, while many of our competitors shrank at double digit rates.”

One notable area of growth in 2007 was in the color arena, said Mathews. “Our growth rate in color was extremely

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Above: Joined by TABS employees on stage, President and COO Mark Mathews (at left) listens as BTA Executive Director Brent Hoskins announces TABS as the winner of the 2008 BTA Channel’s Choice Superior Performance Award. Right: Mathews presents his keynote address. strong, more than twice the market rate,” he said. “Color now accounts for over 40 percent of our new-product revenue and an even higher percentage of profits.”

Despite the contribution of color devices to TABS’ revenues and profits, Mathews acknowledged that a recent industry survey revealed concern among TABS dealers regarding the lack of breadth of the color products offered by the company. “As of today, that is a non-issue,” he announced. “Toshiba has been investing millions in the research and development of next-generation, high-speed color products. The question on some of your minds is: ‘Are they ours?’ I am pleased to tell you that the resounding answer to that is ‘Yes.’”

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During the meeting, TABS previewed tunity to announce a new relationship “...

Your customers can the e-STUDIO2330C/2830C/3530C/ with Fujitsu Computer Products of 4520C series of color MFPs, offering 23, America Inc., which will initially make pair them up with our 28, 35 and 45 page per minute (ppm) available to TABS dealers five Fujitsu other third-party software color output, respectively. Among the stand-alone scanners, with scanning solutions. This ... enables features is a new Easily Replaceable Unit speeds ranging from 25 ppm to 120 ppm. you to offer customers a (ERU) design, allowing for improved All of the devices scan in color and complete ... document serviceability and less downtime for endinclude standard duplexing and Kofax management solution.� users. The series will be available to VRS (Virtual ReScan), an automated TABS dealers in May. image enhancer that reduces the need In addition, TABS previewed the company’s e-STUDIO for operator input to produce high-quality scans.

5520C/5520CT/6520C/6520CT/6530C/6530CT series of color “We’re bringing these to you so your customers can pair MFPs, which offer color printing up to 65 ppm. Among the them up with our other third-party software solutions,� said key features is a new, two-part developer delivery system that Steve Rhorer, TABS vice president of marketing, during the automatically replenishes developer into the system as new General Session. “This pairing enables you to offer customers toner is introduced, eliminating the need to install or main- a complete turnkey document management solution.�

Brent Hoskins, executive director of the Business Technology tain developer for the projected life of the MFP. The series will Association, is editor of Office Technology magazine. be available to TABS dealers in the third quarter of 2008.

He can be reached at brent@bta.org.

The recent dealer meeting also provided TABS the oppor-

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Pre-Call Planning Ask yourself these questions before any appointment by: David C. Ramos, Strategy Development

ighty percent of success is showing up.”

This Woody Allen quote may be true, but I would like to put some qualifiers on Allen’s words.

I know there are times you do just show up (or a prospect calls you) without having done any preparation for the sales call. It is reasonable to suggest that on occasion, sales calls are appropriately deemed “exploratory discussions” — the kind of discussions in w hich you just talk and see where the conversation goes.

If you take this approach in every appointment, you will lo se many sal e s that y ou could have won and you will fail to bring value to meetings.

Int erestingly, w h eth er you have a $10,000 or a $1 million price point, to increase your odds of winning new clients, you still need to do the same basic planning and know the same essential information before your sales call.

Here are some planning questions you should answer before any appointment: What is the prospect’s current situation?

Are they growing? Are they achieving their financial goals? Do they have senior management continuity? You should ask yourself these questions and more to provide an understanding of the company’s business environment. Often your goals for the prospect, the value your services can offer them and your action plan for the rest of the sales call come out of your detailed knowledge of the

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prospect’s current situation.

If you find that you do not know enough about the current situation, think about what research you can do before the meeting to learn more. This research will help you move more quickly through situational discovery that can become tedious or boring. It also demonstrates to prospects that you are the type of professional that does his (or her) homework and goes the extra mile to make sure they get the most value out of each contact with you.

There are plenty of resources to get this information: company Web sites, annual reports, online information sources like Hoovers, Dow Jones News and business periodicals.

What are your business development goals for this customer or prospect?

Every sales call will not be an opportunity to actually close th e sal e, but it w i l l b e an opportunity to better understand the prospect’s business situation so that you are in a position to close the sale and get your share of wallet. Questions you can ask yourself will include: Is the meeting purely for discovery? Is the goal of the meeting to get to know one another and build rapport while learning how you might be able to help them?

Are you meeting with a current customer and introducing a new set of services from your portfolio?

Are you and the customer having an account review, where you go over the results from the previous quarter? Are you trying to resell your value so the customer stays loyal?

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that in 2002 it was only 2.5 times? Is it Are you looking to cross-sell or upBeing objective when probable that your company has similar sell currently available services to add output? By lo okin g at al l of y our more value? considering your printing assets, we can save you sub Are you trying to replace a competitor? weaknesses will allow you stantial money. We can look into that Is this a shared customer where you to prepare to either turn together if you’d like.” have one division and would like to get them into advantages or If you are prepared, the “tough quesintroductions into other divisions? at least minimize them tions” are not as tough and objections I am sure you can add to this list. The as vulnerabilities. become paths to open more doors. point is to be as concise as possible What do you need to do before the regarding your goals before you enter next call? You probably use to-do lists to help you accomthe actual meeting.

What is your desired outcome? This seems like an easy plish your priorities. By taking the time to answer the above question, right? However, this question is often overlooked questions, you will be able to develop a list that will keep by sales professionals. I recommend not having a meeting your actions: Informed by the knowledge of your customers’ (or unless you know your desired outcome.

What are your strengths? SWOT analysis (strengths, prospects’) situations. weaknesses, opportunities and threats) is a normal aspect of Guided by your goals for the customer from a business business planning and is critical in pre-call planning. In development perspective.

Built to help you achieve your desired outcomes and every sales situation, different forces are working in your favor. Know what these strengths are for this particular cus- think with the end in mind.

Planned with the knowledge of your relative strengths tomer or prospect so you can leverage these strengths to and vulnerabilities in this particular business development earn the sale.

The more specific you can be for the particular situation, situation.

Make sure you allow adequate time for sales call planthe better. Sure, it might be a general advantage that you are a well-known expert in your field with a good reputation, ning; this is not something you start 10 minutes before you but it is more advantageous to know who you are selling walk out the door.

Perhaps for Woody Allen, 80 percent of success in life is just against and how you have been successful winning against this particular competitor. Was selling unique financing or showing up. But the most successful prospectors and business a specific product solution successful? Was wrapping in pro- developers I have seen over the years show up prepared. fessional services like variable data or a capture solution David C. Ramos is a consultant with Strategy Development, effective? Did you win with a print management solution? a management consulting firm specializing in sales strategy You need to understand the specifics that might be working and process, advanced sales training, performance in your favor. improvement strategies, and mergers and acquisitions.

What are your weaknesses? Maybe you have less experiRamos has more than 12 years of experience in the imaging ence than the competition. Maybe another company is the industry as a top-producing business development and incumbent service provider and you are the newcomer. management professional, holding positions in the United Being objective when considering your weaknesses will States and Mexico. Ramos’ career experience spans from allow you to prepare to either turn them into advantages or working for Xerox Corp. as a major accounts manager to at least minimize them as vulnerabilities.

IKON Office Solutions, where he held various positions For example: Perhaps another company has more experi- including director of sales. He worked at IKON University as a ence in the traditional copier industry and they have a senior trainer and co-developed IKON’s sales training strong reputation. You can say: “Yes, they do have a lot of program. He is also co-presenter of the experience in the industry as this is their only focus.

BTA Sales Management Workshop and Because our focus is broader, we bring knowledge from BTA Print Management Workshop. outside the industry that has really been valuable to our Ramos can be reached at other clients. Did you know that large IT consulting firms ramos@strategydevelopment.org. show that printing output is seven times copied output and Visit www.strategydevelopment.org. 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 8 | 21

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DocuWorld 2008 Software vendor hosts partner meeting Feb. 19 by: Brent Hoskins, Office Technology Magazine

mphasizing the growing opportunities in the market for document management systems, DocuWare Corp. hosted its DocuWorld 2008 meeting Feb. 19 in Las Vegas.

Themed “Beyond Boundaries,” there were around 180 attendees at the meeting, including representatives of approximately 60 percent of the company’s U.S. and Latin American partner dealerships. (DocuWare refers to its dealers as partners.)

“The theme ‘Beyond Boundaries’ is about you as our partners,” said Gregory Schloemer, president of DocuWare, as he welcomed attendees. “What that means, very simply, is that this is an opportunity to learn about DocuWare — what we’re doing, what we’ve done, where we’re going. It’s also an opportunity to network with your peers and to learn about what your associates are doing and how they are being successful and, finally, to explore with our alliance partners (sponsors) how you can expand your opportunities with DocuWare. We have a very exciting event today geared to helping all of us move beyond our normal space — ‘beyond boundaries.’”

The meeting featured several guest speakers, including John Mancini, president of AIIM (the Association for Information and Image Management), who noted that recent research indicates a continued growing opportunity in the document management market. AIIM research also indicates, however, that among potential customers there remains an outdated perception of “nobody owns the problem and the technology is too expensive,” he said, expressing the need for DocuWare partners to still help end-users overcome the perception.

Fortunately, he said, it appears that prospective customers increasingly understand the importance of better managing documents. “Our data says that end-users get it,” said Mancini. “They don’t necessarily know what to do about it, but they get it. End-users understand the fact that there is more information surrounding their business processes and organizational processes than ever before.”

With that awareness in mind, coupled with today’s affordable systems, Mancini said he believes the market served by

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Approximately 60 percent of DocuWare Corp.’s U.S. and Latin American partners attended DocuWorld 2008 on Feb. 19.

DocuWare partners is on the verge of growth. Five years ago, “who would have thought that you could get a document management system for less than $100,000,” he said. “There is a tipping point going on where I think the industry is going to look a lot different in three to five years, because there are going to be a lot more deployments than there are right now.”

The meeting also provided the opportunity for senior management from Germering, Germany-based DocuWare AG, the parent company of DocuWare Corp., to report on the growth of the company. “We had 845 new installations in 2007,” said Thomas Schneck, president of sales and marketing, noting that 305 of the installations were in the American market. “It was a very nice increase — about 18 percent.”

Founded in 1988, DocuWare (www.docuware.com) offers the DocuWare 5.1x document management system worldwide through its 400-plus authorized partners. The company has more than 6,000 installations in 50-plus countries.

Brent Hoskins, executive director of the Business Technology Association, is editor of Office Technology magazine.

He can be reached at brent@bta.org.

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COURTS & CAPITOLS

Avoiding Headaches Think twice before acting — call the Legal Hotline by: Robert C. Goldberg, General Counsel for the Business Technology Association

eceiving calls on the BTA Legal Hotline is an education in and of itself. Most often a member contacts me prior to taking an action or reaching a decision, but sometimes the call comes after the fact. By acting, and then asking, many have made unfortunate mistakes.

Let me share with you some of those errors in the hope that history will not repeat itself.

Ready, Fire — More than once a member has returned to the office and found an employee (or employees) engaged in (or not engaged in) a specific activity. Perhaps the sales team members were standing around when clearly they should have been calling prospects. This was not the first time that the sales team had ignored its responsibilities, but this time the owner was having a bad day. As a result, he fired, on the spot, the individual he had been most dissatisfied with for the last two months. The employee sued for wrongful termination and was successful because his personnel file failed to contain a single negative statement. Emotions have their place, but seldom do they belong when reaching a business decision. Before terminating an employee, make certain the action is fully justified and can be supported, if necessary. Yes, most employees are employed “at will,” but many are also in a protected class of employees. Fire in haste and it may cost you dearly.

Ignoring Your Financial Statements — The very essence of the BTA member is independence. But doing it your way is often not the right way. Unfortunately, dealer independence may result in taking a business in a direction that is not encouraged by experts. Having attended ProFinance, I learned certain truths that were dictated by one’s financial statements. These “sacred cows” are business areas that others have found to be essential to profitability and success. Ignoring these truths or attempting success by other means is risky and perhaps unproven. The dealer invariably asks: “Why was I so independent?” Do not ignore the industry knowledge available to you in seminars, publications and at industry events. Whether it is product, budgets or marketing, chances are the collective knowledge may be better than yours.

Not In My Footsteps — Many members followed in their fathers’ footsteps and joined the family business. It would be extremely rewarding to have your children do the same. The first thing to acknowledge is that your child’s career is his (or her) decision and not yours. To express your displeasure if a child does not

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chose the family business is going to adversely affect your relationship. If your child does elect to pursue the family business, then send him elsewhere to gain experience. There will be plenty of time to learn at your dealership after he has gained the basics elsewhere. If there are family members in the business, create a Family Council to discuss issues on a monthly basis. Separate family and business and they will both develop successfully.

Sharing End-User Information — The most valuable component of a dealership is its customer base. Every time you share customer information with another you are giving away a portion of your business. When a business is sold, one of the components in determining the value is the installed base.

Whether it is a supplier, finance company or any third party, you want to obtain a confidentiality agreement prior to providing end-user information. The confidentiality agreement must establish the purpose for which the information is being provided and that under no circumstances can the information be used for marketing or sales purposes. Failure to do so diminishes the value of your business without any compensation to you. Many members have regretted the decision not to protect the very valuable information they have developed.

My Sales Team, My Comp Plan — Maintaining control of your sales team is essential for success. Allowing suppliers to offer spiffs directly to your sales team eliminates a degree of control. Independent dealers determine the products they wish to sell and the emphasis they wish to place on those products. Direct payment to salespeople is also another method for a manufacturer to obtain end-user information.

Take control of your sales team and prohibit suppliers from making payments directly to your employees.

BTA stands ready to assist members in every phase of their businesses. Concentrating on education focusing on sales, service and management skills, one can learn from experts and strengthen his business. Educate yourself through BTA and you will not wish you could make the decision again.

Robert C. Goldberg is general counsel for the Business Technology Association. He can be reached at robert.goldberg@sfnr.com. 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 8 | 23

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PRINCIPAL ISSUES

Millennials at Work How to manage the ‘next great generation’ by: Paul Schwartz, Copier Careers

tand back all bosses!” CBS correspondent Morley Safer advised in a recent “60 Minutes” segment. “A new breed of American worker is about to attack everything you hold sacred!”

Safer was referring to the “Millennials,” the generation of Americans born between 1982 and 1995. Millennials have just begun to enter the workforce, but already their approach to work and to life has unnerved corporate America — so much so, says Safer, that companies across the nation are shelling out millions to teach their managers “how to deal with this generation that only takes ‘yes’ for an answer.”

The “60 Minutes” report prompted a backlash among young viewers, who condemned it in blogs and on Internet message boards. “What a myopic, unfair representation of the work ethic of my generation,” wrote one viewer.

“Isn’t this the same story you ran when the 60s generation started working?” asked another.

Still, there were plenty of (mostly older) viewers who praised Safer for articulating their objections to young workers. “I say fire all of them,” wrote Jim Backlan of Frederick, Md. “When they get hungry enough they will do what the rest of us did: work hard to put bread on the table.”

Undoubtedly, many employers in the copier/MFP industry share Backlan’s viewpoint, and for good reason. Most of the people who now manage or own independent copier/MFP dealerships started out as entry-level sales reps or technicians; they owe their success to years of hard work and dedication. Ours is not an industry associated with easy money or effortless promotion and yet — if Safer is to be believed — those things are exactly what young employees are after. And if they cannot get them from us, we are told, they will get them from someone else.

It would be convenient if we could tell the entire generation to take its demands — for higher wages, better incentives, more flexible schedules, faster advancement — and shove them. But the laws of supply and demand are in their favor and few business owners can afford to ignore the first generation of Americans to grow up using personal computers. Now that networks and software are the new nuts and bolts of our business, we need young technophiles more than ever to help us sell and service our merchandise.

Companies like Google (which consistently ranks among

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America’s top employers) use perks like massages, exercise classes, game rooms, free food and naptimes to attract young employees. Needless to say, we will not see many copier/MFP dealerships installing air hockey tables, hanging hammocks or hiring yoga instructors any time soon. Still, to stay competitive they will need to make a few less-frivolous adjustments.

“If It Weren’t For You Meddling Kids” “When you’re finished changing,” wrote Benjamin Franklin, “you’re finished.” Though Franklin and the rest of his “Awakening” generation (born 1701-1723) are long gone, his observation remains as relevant as ever. For the Boomers and Gen-Xers who comprise today’s managerial class, the only protection against redundancy is adaptation. To manage Millennials effectively, you will have to identify fissures in your management technique and change your style accordingly.

How do you know what to change? Try examining your complaints about young workers: Millennials Require Too Much “Hand-Holding.” This complaint, common across all industries, is shared by many employers in the copier/MFP business. Employers say that Millennials simply want too much from their managers: too much attention, too much instruction and too much feedback. “You have to give them more direction than other workers,” says one dealer.

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William Strauss write in their book “Mil“You need to be with them all the time and lennials Rising: The Next Great Generamake sure they’re doing their jobs.”

Millennials are no tion”: “Many Millennial teens feel that the Source of the Problem: Baby Boomer less confident or payoff on the skills and credentials they and Gen-X employees have always favored intelligent than anyone could acquire by studying, training or autonomy in the workplace; they like to do else, but they want interning are worth a lot more” than the their jobs with as little interference from to be assured that wages they would earn from a part-time management as possible. As the Boomers they are doing their job. By the time they enter the workforce, and then the Gen-Xers aged and moved jobs correctly.

Millennials have worked hard — at school, into supervisory roles, they brought with at sports, at art, at music, at volunteering them a hands-off approach that rewarded “self-starters” and eschewed “micromanagement.” Although and at internships. But Crane is right: some of them have not this hands-off style has reigned in the American workplace for punched a time clock or felt the sting of poverty or unemploydecades, it does not always bring out the best in today’s young ment. Consequently, the term “company time” does not have workers. Millennials — many of them raised by an extended the power over them that it does over older workers.

Tips for Managers: Steven Shepard, a Vermont-based confamily of anxious parents, teachers, counselors and coaches — seek guidance and leadership. Millennials are no less confi- sultant, writes that “nothing will turn off a Millennial faster dent or intelligent than anyone else, but they want to be than work that has no perceived value.” They have little assured that they are doing their jobs correctly. This need for stomach for boredom and are determined to find stimulating, validation is seen by many employers as dependence, incom- worthwhile work. So if you want to keep your Millennials from petence or indecisiveness.

Tips for Managers: The best thing managers can do is overcome their distaste for micromanagement — or, as writer Bruce Tulgan calls it, “undermanagement.”

“Managers who think they don’t have time to manage spend their time managing anyway,” he says. “But it’s all crisis management that could be avoided if they were hands-on managers every day.”

Your duty as a manager is to improve the bottom line by helping your employees succeed. If that means spending more time with young workers, so be it. You are delusional if you expect your employees to adapt to you. Instead, be flexible and manage each employee as an individual with unique strengths, weaknesses and needs.

Millennials Do Not Know How to Work. Mary Crane, a consultant interviewed for the “60 Minutes” report, exaggeratedly noted that Millennials “have climbed Mount Everest.

They’ve been … to Machu Picchu. But they’ve never punched a time clock. They have no idea what it’s like to actually be in an office at nine o’clock with people handing them work.”

“I don’t think these kids have had it as tough as we did,” says an employer in the copier/MFP industry. “A lot of them are coming from dual-income families. They didn’t have to earn money in their youth and they take it for granted that they’re always going to have enough. The work ethic isn’t there.”

Source of the Problem: Although there are myriad exceptions, it is true that some Millennials — particularly those who have graduated from a four-year college — do not have a long work history. There’s a reason for this. As Neil Howe and 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 8 | 25

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Source of the Problem: Millennials surfing the Internet, loitering at the snack insist on getting the best possible compenmachine and giving you less than their Millennials insist on sation because they have to. Tuition costs best effort, you need to keep them chalgetting the best possible have skyrocketed over the past decade, real lenged and motivated. Help them undercompensation because wages have fallen for years and most entrystand how their efforts contribute to the they have to ... level salaries barely cover the cost of living. company’s health and take the time to Most entry-level “If you consider that the typical Millennial define goals, assess progress and establish salaries barely cover is expected to pay off thousands of dollars criteria for success. the cost of living. in student loans, fund his own retirement Millennials Are Unprofessional. and pay into Social Security without From their dress to their vocabulary to their general demeanor, Millennials are often accused of being unpro- expecting to receive a single dollar in benefits, maybe this genfessional. Steve Say, president of AZ Tech, Tempe, Ariz., says that eration won’t seem so spoiled,” wrote one “60 Minutes” viewer.

Indeed, many managers do see Millennials as spoiled, greedy, Millennials do not have the people skills that older workers do.

His technician-training curriculum combats this deficiency with disloyal and unwilling to pay their dues. More often than not, young workers are merely trying to make ends meet. They literlessons on customer service and business etiquette.

Loren Davis, owner of Davis Business Machines, Helene, ally cannot afford to be loyal for the sake of loyalty alone.

Tips for Managers: Margins are tight, profits continue to Mont., believes that standards of dress have degenerated over the past several years and fears that common sense is in dwindle and many copier/MFP dealers are unable to pay their retreat. Millennials “are quick to understand technology,” he employees as well as they would like to. Even for Millennials, says. “But don’t ask them to write a business letter. They can’t however, money is not everything. Remember that Millennials also place immense value on doing meaning ful work and do it.”

Source of the Problem: There are surely many complex maintaining a healthy work/life balance. A couple of extra socio-cultural explanations for why Millennials are the way vacation days, a more flexible schedule or even a few words of they are, but suffice it to say that every generation of oldsters praise may help you improve your retention rate. thinks the youngsters look funny, talk funny and act funny.

The Kids Are All Right And yet, somehow, the world keeps spinning.

Tips for Managers: Flip-flops and t-shirts may be okay for In a column for Business Week, Liz Ryan writes: “As managers, the Google crowd, but they are not going to fly in a copier/MFP our job is to hire the people who will make our companies hum. dealership. Weed out slobs by qualifying job candidates care- Anyone and everyone who gets hired — and remember that we fully. Would the young person across the desk from you make a did, in fact, hire these folks — is likely to cause some disruption. good impression on your customers or does his (or her) Lumping employees into generational heaps and then labeling behavior or dress leave something to be desired? No matter how them by their generational faults is a crutch for poor managers.”

Ryan is right. Admittedly, it is easier to complain about Milyoung or inexperienced a person is, if he cannot impress you in a job interview there is no way he will impress anyone else once lennials as a group than it is to relate to them as individuals, just he is on the job. So qualify, qualify, qualify, and before you as it is easier to impugn your subordinates than it is to manage extend a job offer, make sure to explain your expectations them. Luckily, you are old! You know that a little hard work will regarding appearance and conduct. If a candidate cannot live not hurt you. So buck up! Quit complaining, learn to reject stereotypes and make every effort to work with — rather than with your rules, then he is not the right candidate.

Millennials Want Too Much, Too Fast. Historically, against — the talented young people on your payroll. Even if it copier/MFP dealerships and other businesses have hired young, has been years since you touched your toes, you can still teach inexperienced people so that they can train them properly and those kids a thing or two about flexibility. groom them for long-term employment. The problem is that MilPaul Schwartz is president of Copier Careers, a Minneapolis, lennials “want it all” — a killer salary, ample vacation time, flexMinn., search firm solely dedicated to ible hours — without first putting in the requisite hard work. “I the staffing needs of independent office believe they think of themselves like merchandise on eBay,” said technology dealerships. Copier Careers strives Marian Salzman, an ad executive interviewed by “60 Minutes.” If to give back to the industry through white Millennials cannot get what they want from their current papers, articles and annual salary surveys. employer, said Salzman, they will find a new job.

Visit www.copiercareers.com.

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PRINCIPAL ISSUES

Customer Loyalty Competencies that can help you lead the charge by: Joanne L. Smikle, Smikle Training Services Inc.

Editor’s Note: Part two of this article will appear in the May issue of BTA’s Office Technology magazine. ustomer loyalty, the profitable allegiance we all seek, begins with leadership competence. How you lead the people in your dealership, from the receptionist to the service techs to the sales managers, directly impacts customer relationships. Managing external relationships requires successful management of internal relationships. Whatever you do (or fail to do) with (and for) your staff will be directly reflected in how they interact with customers.

Before we explore the leadership competencies, it is important to state the assumptions grounding this article. The first assumption is that every business owner wants loyal customers because it costs more to get new business than it does to keep existing clients. The second assumption is that every business owner knows that loyal customers rev up revenue with repeat orders, referrals and word-of-mouth advertising. The third and final assumption is that customer care is the top priority of your dealership.

Assuming that these three conditions are in place, you can begin refining your leadership skills. This means first examining how you lead. Next, you will examine the relationship between customer care and your business decisions. Refining your skills will also require you to scrutinize resource allocation. Do you devote enough resources to customer satisfaction?

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Customer Loyalty From Within Before attending to external customer loyalty, it is important to begin by building employee loyalty. When you position yourself as the employer of choice you are then able to become the supplier of choice. Think about it. Do you want to do business with lackluster or disgruntled people? Of course not! So don’t subject your customers to that either.

Loyal employees have several common traits. The first is that they enjoy their work. They genuinely find their work interesting and they like doing it. No one likes every aspect of his (or her) work, but overall these folks take pleasure in their

chosen professions.

The next trait is that these employees respect their employers. They believe in the aims of the organization. They believe that their company is reputable, fair and ethical.

That respect transcends to their leadership as well.

Employees respect their leaders because they know them to be honest, knowledgeable and equitable in their treatment of employees and customers alike.

The third trait of loyal employees is that they are challenged by their work. These people are able to solve problems, investigate and suggest new approaches. They are not drones.

Rather, they are full contributors to the company’s success.

The results of employee loyalty are numerous. This loyalty can bring about innovation. Because people are free to express themselves and experiment, they are able to make the significant improvements that make life easier for the customer. This employee commitment reduces tension, friction and conflict.

Because environments that breed loyalty are characterized by free-flowing communication, there is less likelihood of the angst that destroys morale in other workplaces. 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 8 | 27

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Some people choose to jot down their Another obvious result of employee Looking back allows us responses to these questions. Others, like loyalty is lower turnover. The best and the myself, choose to think about responses and brightest want to stay and contribute. to take stock of our style, make mental notes of the lessons learned.

There are also benefits when it is time to skills and capabilities.

Purposeful ref lection should also recruit. Because the environment is healthy That self-assessment ... acknowledge successes. Be certain to make and employees are loyal (as are customers), also yields information time to reflect on what went well on a given people want to get in on the action. Workabout how we interact day. This is especially important after small places that have built loyalty have less with customers. and large successes. Revel in the good trouble recruiting. Building a reputation as feeling. Make note of what you and your a desirable employer makes recruiting a lot easier. Once the conditions are in place for employee loyalty, you team did to create that success. These are teachable moments can begin addressing the required competencies that will point that supply data for replicating success.

Reflective abilities do not begin and end in isolation. Ceryour dealership in a more profitable direction.

There are four competencies that enable you to lead the tainly some of that reflection will result in consideration of charge to customer loyalty: reflective ability, measurement what you could have done differently related to internal and aptitude, committed connectedness and strategic focus. external customers. (On the off chance that you are not Whether you are presently conscious of them or not, waking familiar with the term ‘internal customers,’ it refers to your up and paying attention will make a positive difference in cus- staff. They are your customers — the recipients of your leadertomer relations. Your development in these areas will also ship ser vices.) By looking back and considering other approaches, you are able to begin considering other ways to position you as a role model in your dealership. enhance service. Some of those methods may revolve around Reflective Ability better communication tools, others may revolve around a Reflective ability is exactly what it implies — the ability to stronger complaint recovery system. Here are three questions look back and take inventory of successes and failures. This to begin this type of reflection: (1) How did my decisions competence is particularly important to leaders who are con- impact the customer? (2) How did my behavior impact the cerned about their own professional development. Reflection customer? (3) What would I do differently? enables honest assessment of where you have been, what you Get in the habit of regular reflection. It will bring you closer have done and what you would like to do to take you to your to the truth about how you lead, how that style affects internal next goal, be it personal or professional. Looking back allows and external customers and the relationship between your us to take stock of our style, skills and capabilities. That self- leadership and dealership success. assessment yields important information about decisionAs you become more comfortable with reflection, work to making style, conflict management abilities and interpersonal get comfortable sharing the results of the reflection. This is relations. It also yields information about how we interact not to say that you should spill your guts, fall prostrate before with customers. Reflection tells the tale of whether you, the customers and line up for flogging by your staff. Rather, this is dealer principal, really know your customers. an opportunity to share what you have learned so that others There are many ways to begin purposeful reflection. The in your dealership can learn too. This may also be an opportuoperative word in that sentence is “purposeful.” Dwelling on nity for apology. Your esteem and respect will rise immeasurpast failures is pointless, as is ruminating over mistakes and ably when you learn how to admit mistakes and apologize. missteps. These things are just as pointless as fixating on Humility is an important component of leadership, whether in wrongs done to you. a service environment or not.

Purposeful reflection allows you to look for moments, In the May issue of Office Technology, I will discuss the last three instances and actions that will lead to better decisions. Consider competencies: measurement aptitude, committed connectedness using these four questions daily to get in the habit of reflection: and strategic focus.

Joanne Smikle is an author, consultant and (1) Did I have any conflicts or conversations that made me uncomfortable today? (2) Why was I uncomfortable? (3) How did speaker specializing in leadership development.

Visit www.smiklespeaks.com to read more I respond, react or reply? (4) What would I have done differently? articles on current business topics.

These questions start the internal probative process. They Smikle can be reached at (301) 596-3140. provide a framework for examining the day’s difficult events.

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SELLING SOLUTIONS

Executive Selling Strategies for ensuring success above ‘the line’ by: Tom Kramer, Strategy Mapping Selling

xecutive selling is selling to the senior managers and executives of your most important customers. Top-performing sales professionals are skilled at making executive calls and engaging in executive-level conversations. Today, the key to managing important customers is calling “high, wide and deep.” But many salespeople do not fully understand how to go about creating the executive-level relationship.

Top sales professionals know the importance of establishing upper-management contacts. They know that executives are: A source of competitive advantage and leverage The people who buy value, not just price A means to competition-proof your accounts A way to grow your profits and success So, what is the problem? Well, do the following sales scenarios sound familiar to you?

“Most of the time I sell through my customers’ purchasing departments. They are focused on price and do not care about the value we offer.”

“My company is big on selling partnership with our customers. Most of the people I deal with each day really do not have a lot of interest in that sort of thing. Perhaps the executives might, but I do not usually have much contact with them.

So what use is value selling to me?”

“I have been told to sell at the top. So I tried, but the problem is that the executives in my accounts are not especially interested in talking to me. Why is that?”

The fact is, executives will meet with you if you have something they are interested in. Good executive sellers know this.

E

Selling Above and Below “The Line” From a decision-making perspective, your customers are divided into two camps: the executive level and the technical level. The technical level is the detail level. Employees at the technical level have the responsibility to pick the right product and get the best price. However, the need or application that is driving the purchase is coming from the executive level.

So who is above and below the line? At the executive level, we have CEOs, presidents, vice presidents and other C-level

managers. Below the line we have engineers, technical staff, first-line and mid-level managers, purchasing and administration. Most of your selling effort is probably directed at the technical level because your real value to this group is the extent of your product and application knowledge.

What is very clear is that we have two very different types of buyers that require two very different types of sales calls. Since your people are proficient at selling to the technical level, let us take a look at the executive-level buyer. What are they looking for? What do they expect? And, how do you go about establishing a relationship with them?

Senior executives are looking for business solutions and application value beyond your product or service. They buy return on investment, competitive advantage and profit generation. They buy things that have a positive impact on their customer relationships and they look for efficiency and effectiveness.

In addition, executives expect you to know something about their industry, how their company is organized, how they make decisions, who their competitors are, their market share, corporate goals, sales, profits, financial trends, position in the market and the history of your company’s relationship with them. They also expect that you will not ask them questions that can be answered from publicly available sources. 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 8 | 29

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The Show Stoppers knowledgeable business person, not a So what is stopping your executive selling technical person. ... The line that efforts? We have identified three barriers: separates the executive Not offering the right value proposition Key Things to Know level from the technical Comfort, competency and perception Before you make the executive-level level buyers becomes a The “glass ceiling” call, there are a few more key things that “glass ceiling” because Technical buyers purchase the offer. y ou shoul d und erstand ab out th eir each group has different That is, they find value in product, specs, responsibilities. Top managers: interests, goals ... delivery and price. To approach the execu Make business decisions for reasons tive buyer, however, you have to adjust your other than price or product. value proposition and focus on competitive advantage, ROI or They establish business relationships and partnerships the benefits of your products and services that will positively with customers and strategic vendors.

They are responsible for making investments in the impact your customer’s business or organizational issues.

The truth is that most of us are more comfortable at selling future for the good of the entire company.

They have to solve broad-based, interrelated business at the technical level. When we cross the line into the executive level we are not as comfortable because we are in a dif- problems and provide direction and guidance to the company ferent territory. To make things worse, buyers at this level may to create competitive advantage.

Top-performing sales professionals know this. They know how not understand why they should meet with us. After all, they may not perceive us as professional business people capable executives think, what their responsibilities are and how they of addressing higher-level business issues and we may be make decisions that affect their companies’ long-term success.

Today, successful sellers maintain relationships and sell both blocked from getting the executive meeting.

To our surprise, we have found that the line that separates above and below the line and they approach each customer group the executive level from the technical level buyers becomes a with very different value propositions. For senior management, “glass ceiling” because each group has different interests, they develop powerful executive business value propositions that, goals and responsibilities. What is more, they do not com- ultimately, make their customers’ businesses more profitable.

Tom Kramer is an affiliate partner of Strategy Mapping Selling. municate well with each other. So to get your message to the He has more than 30 years of sales, sales executive level you need a direct route. You need someone at management and marketing experience with the technical level who can introduce you to the CEO, CIO or IBM, Eastman Kodak Company and other upper-level managers. You will also need a powerful Canon U.S.A. Inc. He can be reached at set of value propositions that will power you through the tom.kramer@strategymappingselling.com. barrier between these two levels and you will need to build Visit www.strategymappingselling.com. strategies to work with each one of the executives as a

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