August 2024 Office Technology

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CONTENTS Volume 30 • No. 2

FEATURE ARTICLES Automating Workflow

10 Dealers address document management solutions

LEGAL PERSPECTIVE The Perils of Text Messaging

25 Rules to keep in mind when texting for business

by Brent Hoskins Office Technology Magazine

by Greg Goldberg BTA General Counsel

Are you looking for ways to diversify your portfolio? If so, have you considered a document management solution? These profiles of three BTA member dealerships highlight their experience in selling such solutions, helping their customers automate workflows.

Dispelling Myths

16 The result is a positive &

productive sales environment

by Melissa D. Whitaker Melissa Whitaker International

This month’s column touches on a topic that has become ubiquitous in daily life: text messages. Recently, corporate communications have increasingly migrated from snail mail to email to the rapid-fire arena of texting — including on messaging apps like iMessage and WhatsApp.

DEALERS HELPING DEALERS Employee Retention

27 Dealers share ways they

keep service technicians

Sales management is a complex and dynamic role that requires balancing numerous responsibilities. However, several persistent myths can undermine a sales manager’s effectiveness. Dispelling these myths is crucial for fostering a productive and positive sales environment.

Compiled by Brent Hoskins Office Technology Magazine

This feature includes a question submitted by a dealer member as part of BTA’s Dealers Helping Dealers resource, and several of the answers received. These answers and many others can be found in the members-only section of the BTA website.

AI INSIGHT It’s Just the Beginning

20 Kyocera’s perspective

on the evolution of AI

by Gordon Darling Kyocera Document Solutions America Inc.

SELLING SOLUTIONS Complacency Kills

29 The lesson is clear: Never stop selling

The future of AI in office technology looks bright, and we are only now at the inception of what is to come. As we saw with the early application of web technology, the future of AI will be driven by innovative thinkers who set out to reimagine operational efficiency.

by Troy Harrison Troy Harrison & Associates

Recently, I was talking to a business owner about prospecting and selling new accounts when he asked me an interesting question: “When should I stop worrying about selling new accounts?” My response is always the same: “You should never stop selling new business!”

PRINCIPAL ISSUES Disaster Planning

24 In business, it is crucial

to expect the unexpected

by Ken Edmonds 22nd Century Management

In today’s unpredictable world, businesses face a multitude of threats, ranging from natural disasters and cyberattacks to supply chain disruptions and accidents. This article delves into the significant risks businesses face without disaster plans.

DEPARTMENT S Technology Association 26 Business • BTA Highlights 6

Executive Director’s Page

8

BTA President’s Message

30

Advertiser Index

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EXECUTIVE DIRECTOR’S PAGE

Oct. 3-4 Fall Colors Retreat Schedule Set

H

eld in the Blue Ridge and Great Smoky Mountains for more than 30 years, the Business Technology Association’s (BTA’s) annual Fall Colors Retreat is an intimate, relaxing event that provides some great educational and networking opportunities.

Hosted by BTA Southeast, this year’s retreat will be held Oct. 3-4 at the Omni Grove Park Inn in Asheville, North Carolina.

The event will begin at noon on Thursday, Oct. 3, with lunch, followed by opening comments and the keynote address, “Dealers & the Profit Dilemma — How to Get Help From Your Manufacturers,” presented by Laura Blackmer, president of dealer sales at Konica Minolta Business Solutions U.S.A. Inc. During the keynote, Blackmer will help dealers recognize the key margin leaks in their businesses and how they can get assistance from their manufacturers to recover that margin.

Following the keynote, attendees can attend round-table discussions with the exhibiting sponsors. This one-on-one time will give attendees an opportunity to learn about the exhibitors’ products and services in-depth. A break will follow the round tables, giving attendees time to network.

After the break, Andy Peacock, senior consultant and PIVOT specialist at PROS Elite Group, will wrap up the educational portion of the first day with his session, “Achieve Above-Benchmark Performance With Service Model Changes & Technology.”

In this session, Peacock will share the most recent service financial and operational model from PROS Elite Group and analytics developed by the company to overachieve model performance in service profitability and operational effectiveness, as well as achieve excellence in customer service.

From 6 to 9 p.m., cocktails and dinner will be served at the Omni Grove Park Inn’s Mountain View Terrace. The evening will give attendees a chance to network with their peers and enjoy scenic views of the fall colors of the Blue Ridge Mountains.

The second day will begin at 8:30 a.m. on Friday, Oct. 4, with breakfast. Opening comments and a second set of round-table discussions will follow. After the round tables, the final educational session will be held. “The State of the Economy,” will be presented by Tim Quinlan, managing director and senior economist at Wells Fargo Corporate and Investment Banking. During this session, Quinlan will discuss when interest rates may come down; the staying power of the consumer and its affect on inflation; and the capital spending outlook and how that will evolve as interest rates change. The event will wrap up with closing comments and exhibitor prize drawings from 11:45 a.m. to noon.

The exhibiting sponsors: AgentDealer, ECI Software Solutions, eGoldFax, Epson, IBPI, Imaging Solutions Direct, Konica Minolta, LEAF, NA Trading and Technology, Quench, Sharp (lunch sponsor), Source Technologies, Static Control, Xerox (breaks sponsor) and Zultys (keynote sponsor).

BTA dealer members receive two-forone registration for only $199. This price includes the Thursday and Friday educational sessions, Thursday lunch, cocktail reception and dinner, and Friday breakfast.

Also, don’t forget to register and reserve your hotel room by Sept. 10 to receive the early-bird hotel rebate. When you do, you’ll receive a $100 hotel rebate per night (up to two nights) at the Omni Grove Park Inn. To learn more, see the ad on page seven, or visit www.bta.org/BTAAsheville to register. I look forward to seeing you there. n — 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 Gordon Darling, Kyocera Document Solutions America www.kyoceradocumentsolutions.us Ken Edmonds, 22nd Century Management www.22ctymgmt.com Greg Goldberg, BTA General Counsel Business Technology Association Troy Harrison, Troy Harrison & Associates www.troyharrison.com Melissa D. Whitaker, Melissa Whitaker International www.melissawhitakerintl.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: (847) 922-0945 Valerie Briseno Marketing Director valerie@bta.org Brian Smith Membership Sales Representative brian@bta.org Photo Credits: Adobe Stock. Cover created by Bruce Quade, Brand X Studio. ©2024 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.

FLASHBACK

The association’s magazine cover 60 years ago this month — the NOMDA Spokesman, August 1964.

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BTA PRESIDENT’S MESSAGE

2024-2025 Board of Directors President

Gateway to Success Set for Sept. 24-25

A

re you interested in using artificial intelligence (AI) to improve your dealership? Have you looked into — or are you in the process of — acquiring another company? Or does the idea of diversifying your business with cybersecurity services appeal to you? If any of these apply, I encourage you to check out the “future forward” lineup for this year’s Gateway to Success event, which features dealer panel discussions on these three topics.

Co-hosted by BTA Mid-America and BTA East, the event will be held Sept. 24-25 at the Grand Hyatt San Antonio River Walk in San Antonio, Texas. Gateway to Success will include the three main stage dealer panel discussions I mentioned above; two additional main stage sessions; four breakout sessions, including two-part sales and service management breakouts; sales and service management round-table discussions; time to network with your peers and exhibiting sponsors; and a networking reception.

The event will begin at 7:30 a.m. on Tuesday, Sept. 24, with breakfast, opening comments and the first main stage dealer panel discussion, “Leveraging AI for Enhanced Business Efficiency & Growth.” After the panel, a break will be held, giving attendees a chance to visit with peers and exhibitors.

Following the break, attendees can choose to attend one of three breakout sessions: the first of a two-part sales management track, “A Step-by-Step Guide: Building a Sales Culture Where Activities Drive Results,” led by Derek Shebby of Modern Sales Training; the first of a two-part service management track, “Setting the Pace in Service Automation,” led by Deborah Hawkins of Keypoint Intelligence and Ken

Edmonds of 22nd Century Management; and “Profiting From the AI Revolution as a Dealer,” led by Steve Cunningham of Simple AI. Lunch will be held after the breakouts.

After lunch, the second main stage session will be held. “Preparing for Economic Shifts: Insights for the Upcoming Months,” will be led by John Beriau of Morgan Stanley.

Exhibit time and the second set of breakouts will follow. These breakouts will include the second part of Shebby’s sales management track; “Setting the Pace in Managing the Technical Workforce,” the second part of the service management track led

by Hawkins and Edmonds; and “Practical AI & ChatGPT Applications for Quick SOP Documentation,” led by Mark Spears of Amplified Solutions. After the breakouts, sales and service management can attend round-table discussions while the second main stage dealer panel, “Strategic Insights & Steps for Successful Acquisitions,” is held.

The first day will wrap up with a networking reception ending at 7 p.m.

The second day of Gateway to Success will begin at 7:30 a.m. with breakfast, followed by opening comments and the third main stage dealer panel, “Strategies for Selling Cybersecurity Solutions.” Exhibit time and the final main stage session, “What’s Happenin’ in the Imaging Industry,” led by Andy Slawetsky of Industry Analysts Inc., will follow. Gateway to Success will conclude with closing comments and exhibitor prize drawings until 12:15 p.m.

As with all of the association’s events, BTA member dealers get two-for-one registration for only $199. To learn more about the event, see a listing of dealer panelists or to register, visit www.bta.org/BTASanAntonio or see pages two and three of this issue. I can’t wait to look “future forward” together at Gateway to Success. n — Adam Gregory

Adam Gregory Advanced Business Solutions LLC St. Augustine, Florida adam@goabsinc.com President-Elect

Debra Dennis CopyPro Inc. Greenville, North Carolina ddennis@copypro.net Vice President

Mike Boyle BASE Technologies Inc. Bethel, Connecticut mboyle@baseinc.com

Immediate Past President

Don Risser DCS Technologies Corp.

Franklin, Ohio don.risser@dcs-tech.com BTA East

Joe Dellaposta Doing Better Business Hagerstown, Maryland jvd@doingbetterbusiness.com Chip Denlinger DCS Technologies Corp.

Franklin, Ohio chip.denlinger@dcs-tech.com BTA Mid-America

Greg Quirk JQ Office Equipment Omaha, Nebraska gquirk@jqoffice.com Brett Blake Corporate Business Systems LLC Madison, Wisconsin bblake@corpbussystems.com BTA Southeast

Mike Hicks Electronic Business Machines Inc. Lexington, Kentucky mhicks@ebmky.com Blake Renegar Kelly Office Solutions Winston-Salem, North Carolina tbrenegar@kellyofficesolutions.com BTA West

Kevin Marshall Copy Link Inc. Chula Vista, California kevin@copylink.net Scott Reynolds Imagine Technology Group LLC Chandler, Arizona sreynolds@itgarizona.com Ex-Officio/General Counsel

Greg Goldberg Barta | Goldberg West Hollywood, California ggoldberg@bartagoldberg.com

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Automating Workflow

Dealers address document management solutions by: Brent Hoskins, Office Technology Magazine

A

re you looking for ways to diversify your portfolio? If so, have you considered a document management solution? The following profiles of three BTA member dealerships highlight their experience in selling such solutions, helping their customers automate workflows. Perhaps the comments they share will provide some welcome guidance.

Automated Business Solutions Like many dealerships, Automated Business Solutions (ABS), based in Warwick, Rhode Island, had a humble start, operating out of a 500-square-foot office when it was founded in 1992. Today, the dealership has 92 employees working from six offices in three states — Connecticut, Massachusetts and Rhode Island. The dealership offers imaging devices from Canon, Sharp, Kyocera, Lexmark and HP. About 20 years ago, ABS began selling the Laserfiche document management solution. Then, in 2012, it added IT services. “The IT side of the business [which includes Laserfiche] contributes between 12% and 15% of our revenues and is growing every year,” says ABS President Mike Ardry. “In April, we completed the acquisition of another IT company, which could soon double our IT business.”

For many years, the sole focus with Laserfiche at ABS was on document management, Ardry says. “It was, ‘You have all of these metal file cabinets full of documents and you need a way to sift through those documents in order to find one,’” he says. “For the user, it was: ‘I scan it and place it in the repository so I can find a document much more quickly.’ It saved time, money and energy. Today, we market the product with a focus on workflow. We’re managing workflows, as opposed to just managing documents.”

Ardry cites the example of a recent deal involving a nonprofit that demonstrates the typical level of receptivity and enthusiasm for the focus on workflow. “The woman we were talking to was describing what she wanted the Laserfiche product to do,” he says. “We said, ‘Yes, we can do that, but we can also do “this and that.”’ She was like, ‘Are you kidding?

We can do that?’ It was like she was in an ice cream shop. She immediately signed off on the deal, but at a much broader scope than had been anticipated. People often don’t initially realize what a document management solution can do for them in terms of helping with automating workflow.”

At ABS, general line reps are “responsible for bird-dogging Laserfiche,” which always begins with a conversation about a customer pain point related to workflow, Ardry says. For completed deals, the reps receive commissions, often on a monthly basis. However, the dealership’s two subject-matter experts (SMEs) manage the implementations. “From the technical side, you need that SME to ‘write’ the workflow,” he says, while emphasizing the pathway to satisfied customers.

“Time is money. Their ROI comes pretty quickly when they see that ‘this task used to take an employee six to 10 hours a week to complete. Now it only takes one hour each week.’”

At ABS, sales of Laserfiche are not vertically focused, given the range of prospective users, Ardry says. “We have manufacturing clients, non-profits and government agencies using the product, to name a few,” he says, noting that nearly all Laserfiche placements have been within existing imaging customer locations, which often implement the product one department at a time. “For one of our municipality customers, it first went into its accounts payable department. Then some of the people in HR saw the product and asked, ‘What can you do for us?’ Once implemented in HR, it grew to help some of the engineering staff. So, a simple workflow for accounts payable grew to several departments now using it.”

Regardless of the industry, ABS has a target size for its implementations. “I would say we’re still in the small-tomid-size-business range,” Ardry says. “We’re probably not going to walk into a company with 200 to 300 seats and market it, although we have placed the product in companies with around 80 seats. Laserfiche scales very well.”

Ardry has plans for an even greater emphasis on Laserfiche sales going forward, fueled in part by the increased

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number of remote workers whose “lives could be made easier” with the product. “We have a source of differentiation by way of Laserfiche,” he says. “We’re in it, we have people trained on it and we know how to sell it. We just need to put an even larger focus on it.”

to set up than other similar solutions, providing “all the “We have a source of functionality and features you differentiation by way of need” without having to add Laserfiche. We’re in it, we additional modules, Kromhave people trained on it minga says. “Our average implementation time, even and we know how to sell it. on larger enterprise deals, is We just need to put an less than 10 days; most cuseven larger focus on it.“ tomers are up and running in — Mike Ardry less than three days. From the Century Business Technologies Automated Business Solutions standpoint of the impact on When Russell Kromminthe customer, you’re not causga joined Century Business ing disruption. That’s huge.”

Technologies, based in Topeka, Kansas, in 2014, the dealerThe selling cycle takes much longer than the implementaship was already selling the Square 9 Softworks document tion, Kromminga acknowledges. “Once we get the customer management solution. He arrived with a high level of expe- to the table, our average sales cycle in the last three to four rience with the product. “I also had extensive experience years has been 57 days,” he says. “When I say, ‘get them to the with a variety of other software products and solutions,” table,’ I mean, actually discussing a problem, detailing the he says. “Century’s approach to solutions is partly what at- processes, scoping the projects and building the solution. tracted me to join the dealership.”

However, it may take a year to get that person to the table.”

Kromminga, director of technical services, could quickly In order for the customer to be ready to talk, “there has to see that Century was positioned well for Square 9 in the dealer- be a threshold of pain that has been reached,” Kromminga ship’s growing portfolio of software solutions and IT services. says. “A lot of prospective customers still think document “She had a vision of Century becoming a complete technology management is a ‘nice to have’ versus a ‘have to have.’ They solutions provider for the businesses that we serve,” he says, don’t feel the pain until they have something within their referring to Century President and CEO Dawna McCabe, who organization that has become so painful to do [in terms of had assumed leadership from her father; he founded the deal- process workflow], that they have to make a change. Or the ership, which offers Ricoh, Kyocera, Epson and Sharp imaging competitive landscape has changed and if they don’t impledevices, in 1981. “She knew that in order to do that, Century ment a document management system, they can’t keep up.” had to change the way it was doing things, getting away from It is worth the wait, Kromminga says, particularly for the standard practices of a ‘traditional copier dealership.’” dealerships that are positioned to offer professional serThat led to a number of investments in managed IT ser- vices. “At Century, with our professional services, we try to vices, including the acquisition of two IT companies and keep our margins at a scalable level to match the level of vala software development company, Kromminga says, not- ue created, which is often higher than average,” he says. “So, ing that while Century has eight locations across Kansas, we maintain profit margins that are reasonable by working custom application development and software solutions, hard at establishing proven processes for scoping, identifyincluding Square 9, have allowed the dealership to reach ing the issues and creating value. With document managebeyond the state’s borders. “There are no geographic limita- ment, the bigger the pain, the bigger the opportunity.” tions with software,” he says. “So, we have software customers in several states outside of Kansas.”

Kelley Create Looking specifically at document management, why Celebrating its 50th anniversary in 2024, Kelley CreSquare 9? “Because of the scalability of the product, which ate, based in Kent, Washington, has come a long way since allows for a focus on SMBs and smaller companies, but also its founding in 1974, particularly after it was acquired by as an enterprise-level solution,” Kromminga explains. “In Aric Manion about 14 years ago. At the time of the acquiaddition, they are one of the few that began offering pack- sition, the dealership had annual revenues of less than $10 ages to dealers, saying: ‘If you are going to sell this, we’ll pro- million. Today, it is at more than $120 million. The dealervide it to you so that you can actually see and learn by using ship’s core products include imaging devices from Toshiba, Xerox, Ricoh, Canon and Kyocera. “Aric had a vision for a it yourself.’”

There is also the appeal of Square 9’s “robust education plat- growth strategy to take the company to a different level,” form” and the fact that its three basic tiers are “a little easier” says Jason Ostendorf, vice president of software solutions.

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implementation strategy and “He has grown this company the sales strategy, that’s where organically and through ac“They don’t feel the pain it really took off.” quisition. We’re now in five until they have something The software division has states — Oregon, Washingwithin their organization no dedicated sales force ton, Montana, a little bit of that has become so painful but, rather, subject-matter northern Idaho and Alaska.” experts. “We equip [genOstendorf oversees the to do [in terms of process eral line] reps with enough dealership’s software diviworkflow], that they have knowledge to ask a few quession. When he joined Kelley to make a change.“ tions to find the opportunijust over six years ago, the — Russell Kromminga ties,” Ostendorf says. “We software division was doing less than $1 million a year; Century Business Technologies then come in and run the sales process from there, as now it is at more than $6 milfar as asking all of the right lion. He brought with him significant experience with what is today the dealership’s questions, doing demos, etc. So, the sales rep is responsible lead document management solution, DocuWare. “There are for finding the opportunity and doing the sales paperwork a lot of different products and they are all good in their own on the back end. Everything outside of that is run by the ways,” he says. “But where you are going to succeed is where subject-matter experts.”

That’s not to say that reps do not make much money from you have experience. When I joined the company there were some good guys on the team in terms of implementing and such deals. The software division’s success is due, in part, “to supporting the product. However, once we revamped the how we compensate and motivate reps,” Ostendorf explains.

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“We’ve structured a system where reps get paid really good money ...

When they’re making that kind of money on a deal, they’re heavily incented to go find more.”

— Jason Ostendorf Kelley Create “We’ve structured a system where reps get paid really good money, particularly when selling larger engagements. We have reps making tens of thousands of dollars in commissions on big deals. When they’re making that kind of money on a deal, they’re heavily incented to go find more.”

With such successes with document management, Ostendorf emphasizes that the DocuWare sales strategy at Kelley is different than some may assume. “Our sales pitch is rarely, if ever, about document management,” he says. “It’s all about process automation. That is where it really hits home with customers these days. It kind of lessens the value when you are just talking about document management, so we talk about taking manual, paper-based processes and making a digital workflow instead — which is another strength of the DocuWare product, its workflow engine.”

Ostendorf similarly shares praise for two other attributes of DocuWare and its product. “Because we have a team of 10 to 11 people who support DocuWare and other software products, we don’t call on DocuWare as much, but know that when we do call on them, they have the expertise to help us,” he says. “When we call them, it’s at tier two or three, because we’ve already gone through all of the tier one issues. The knowledge they have at the tier two and three levels is fantastic. Plus, their software is solid. Software always has bugs.

However, we rarely see that with DocuWare.”

Today, Kelley finds much of its success with DocuWare selling 15-user systems — usually with a subscription-based model — in manufacturing, distribution, some service organizations and construction, Ostendorf says, noting that the dealership is far from plateauing with the product. “As long as DocuWare puts a lot of money into R&D and evolving the product, I don’t see a cap on where we can go with it.” n Brent Hoskins, executive director of the Business Technology Association, is editor of Office Technology magazine. He can be reached at (816) 303-4040 or brent@bta.org. www.of ficetechnologymag.com | August 2024 | ­15

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Dispelling Myths

The result is a productive & positive sales environment by: Melissa D. Whitaker, Melissa Whitaker International

S

ales management is a complex and dynamic role that requires balancing numerous responsibilities — from setting targets and monitoring performance to coaching and motivating team members. However, several persistent myths can undermine a sales manager’s effectiveness.

Dispelling these myths is crucial for fostering a productive and positive sales environment. Here are three of the biggest myths that sales managers need to overcome.

Myth One: Salespeople Are Solely Motivated

by Money Reality: While financial incentives are undoubtedly important, they are not the only motivator for salespeople. In fact, relying solely on monetary rewards can lead to a shortsighted approach that overlooks other critical factors that drive performance and job satisfaction.

Salespeople are motivated by a variety of factors, including recognition, career growth opportunities, a positive work environment, and meaningful relationships with both clients and colleagues. Effective sales managers understand that a holistic approach to motivation is essential. This means offering personal development opportunities, providing regular feedback and creating a supportive team culture.

For example, recognizing achievements publicly, offering mentorship programs and providing clear pathways for career advancement can significantly enhance motivation and job satisfaction. When salespeople feel valued and see their futures within the company, their engagement and productivity increase.

Have you thought about rolling out a personalized incentive program that has team structure, but is personalized to what motivates each salesperson? You can roll out a program that is wildly successful on motivating each individual on your team but is completely private and personal.

Myth Two: The Best Salespeople Make the Best Sales Managers Reality: The skills required to be a top salesperson are not the same as those needed to be an effective sales manager.

While successful salespeople excel at closing deals and building client relationships, sales managers need a different set of skills — including coaching, mentoring, strategic planning and team management.

Promoting top salespeople to managerial roles without providing proper training and support can lead to frustration and underperformance. Sales managers must be equipped with the skills to guide and develop their teams, set realistic goals and manage performance. They need to shift from focusing on their individual achievements to driving the success of the entire team.

Training programs and leadership development initiatives are essential for preparing top sales performers for managerial roles. By investing in these programs, companies can ensure that their sales managers have the tools and knowledge needed to lead effectively.

Myth Three: More Activity Always Leads to Better Results Reality: While increasing sales activities such as calls, meetings and emails can be beneficial, it is the quality of these activities that truly drives results. Sales managers need to emphasize the importance of understanding customer needs, building strong relationships and providing value in every interaction.

Simply pushing for higher activity levels without a strategic approach can lead to burnout and decreased effectiveness. It is crucial for sales managers to focus on the quality of interactions and the outcomes they produce. This means training

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salespeople to ask the right questions, actively listen and tailor their approaches to meet the specific needs of each prospect.

year — or have you fallen into the three myths above, leading to the need for a Once someone is course correction? n empowered with the Melissa D. Whitaker has a proven track right skill set, anything is Conclusion record in coaching salespeople and possible. Do your people Dispelling these myths is essential for managers to selling at a higher level. She have the right training creating a more realistic, supportive and is the co-author of two books, “Pushing effective sales environment. By underto the Front” and “Beat the Curve,” with ... to achieve your standing what truly motivates salespeoBrian Tracy. Whitaker is a sales and company’s sales goals ... ? ple, recognizing that the best salespeople management expert, business consultant, do not always make the best managers speaker and coach. She is the CEO and and focusing on the quality of sales activities, sales managers founder of Melissa Whitaker International (MWI), where she can drive their teams to greater success. helps executives and their teams achieve alignment Adopting a holistic approach to motivation, investing in and drive profitable sales. Before MWI, Whitaker had years of proven sales and management results with leadership development and balancing activity with strategic leading organizations — Impact Networking, insights are key strategies for overcoming these myths. UltiToshiba America Business Solutions mately, this will lead to more engaged and high-performing and Chicago Office Technology Group. salespeople who are ready to meet and exceed their targets.

She can be reached at (847) 845-4922 or Once someone is empowered with the right skill set, anymelissa@melissawhitakerintl.com. thing is possible. Do your people have the right training Visit www.melissawhitakerintl.com. and development to achieve your company’s sales goals this

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AI INSIGHT

It’s Just the Beginning

Kyocera’s perspective on the evolution of AI by: Gordon Darling, Kyocera Document Solutions America Inc.

W

ith the rapid rise of artificial intelligence (AI) in virtually every area of business, it is a very exciting time to be in the office technology industry. AI has already proven to have significant benefits in workflow automation, decision making, complex data analysis, customer service and, of course, content creation and enhancement.

This technology is continually advancing in effectiveness through innovations in the application of machine learning, natural language processing and computer vision.

For the office technology industry, this has meant a step up in the capabilities of print hardware and software, such as predictive device maintenance, smarter scanning, print quality optimization, resource management, cost control and image recognition. These advancements in document management solutions have allowed companies to take back control of their time and resources, improve output quality and boost operational efficiency.

We at Kyocera Document Solutions are excited about the potential of AI to enhance our products and services, and are continually innovating to implement the latest tools and features into our devices and software. That being said, it is important to maintain perspective when assessing the trajectory of AI and its capabilities.

Consider how office technology experts felt in the 1990s with the introduction of the World Wide Web into everyday business processes. People were incredibly excited and knew it was a revolutionary advancement, and the web soon became an indispensable business tool. However, looking back, we can see that those initial ideas about the web’s use in business were more a reconfiguration of traditional processes rather than a true transformation of business that took advantage of the web to its full potential. For the first years of its existence, the web was more of an electronic billboard than the real business tool we know it as today.

It took years of learning and experimenting to arrive at the “Web 2.0” stage of evolution where we really started to leverage the true potential of this groundbreaking new technology. With this comparison in mind, it is clear that, despite the revolutionary feel of our current AI applications, this is only the beginning.

AI’s full potential for business workflows has yet to be discovered. New applications for AI emerge almost daily, and natural language processing is becoming more and more advanced. Ongoing research and development promise even

greater efficiencies and innovations in document management and beyond. As AI systems become more sophisticated and integrated, they could revolutionize operational efficiency, but the scope and impact of these changes are still unfolding.

At Kyocera, we pride ourselves on being innovative, passionate pioneers in business technology and document management, with a customer-centric core philosophy. Therefore, not only are we embracing the application of AI for our internal operations, but we are also constantly exploring ways in which AI can enhance our offerings for our customers to streamline their own business workflows.

This commitment to meeting customers’ evolving needs can be clearly seen in the recent updates we have made to our portfolio.

Some of our printers and MFPs, such as the TASKalfa 3554ci, are equipped with AI capabilities to improve the user experience and print results. The super resolution AI feature enhances low-resolution print data to produce clearer, more professional outputs. With this tool, pixelated images are smoothed to create more visually appealing documents and images. Moreover, the AI handwriting tool can scan handwritten notes on an original document and make them computerreadable, saving time and improving accuracy by making digitized documents text-searchable. This tool can also enhance or highlight handwritten notes or remove them altogether.

Meanwhile, our commercial printers use automation features to optimize the high-volume printing process and reduce the need for manual interventions of print-room operators. With greater reliability and uptime, print providers can offer their customers more for less, allowing them to accept more orders and grow their businesses. Our inkjet solutions also use variable data printing powered by AI to customize outputs to individual recipients, thus adding a more personal touch to mass-produced prints. Disruptive AI technology is already allowing smaller commercial printers to reach a greater potential, creating new possibilities in the industry.

What is more, Kyocera’s production presses and office hardware are backed by in-house software solutions that rely on AI to help large organizations monitor their consumable use, print costs and data security. All of these AI upgrades to our print and document solutions have ushered in a new era of efficiency and reliability for modern businesses, and we are eagerly waiting to see where AI will take us next.

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In 20 years, we will look back and see how Advancements in end-to-end automaour initial ideas about AI were just the start tion of complex, high-volume printing proThe evolution of AI in of a long revolution in business processes. cesses could see much greater reductions business will follow a The evolution of AI in business will follow in manual intervention, opening doors for similar path to the web, a similar path to the web, where truly inround-the-clock print runs. Additionally, where truly innovative novative companies will start thinking outintelligent document processing is likely to side the box, forging new paths, and drivbecome standard, with AI tools automaticompanies will start ing the growth and practical application of cally classifying, extracting and processthinking outside the box, this technology. It is going to be an exciting ing information from digitized documents, forging new paths ... next 20 years, and we cannot even begin to thereby optimizing workflows and miniimagine the exciting future ahead of us. n mizing human error. We can also expect AI Gordon Darling serves as director of digital to enhance security and compliance protransformation at Kyocera Document Solutions America Inc. cesses by monitoring document activity, detecting anomalies He joined the company in 2023. Darling leads initiatives to and managing access controls. modernize business applications using AI-enabled technologies Kyocera has already made strides in these areas with tools from Microsoft, Google, OpenAI and others. such as our latest software release, Kyocera Cloud InformaHe is responsible for creating the vision, tion Manager, but this is just the beginning of what could be architecture and road map for a fully possible. The future of AI in office technology looks bright, and automated, process-driven and collaborative we are only now at the inception of what is to come. As we saw future. Darling can be reached at with the early application of web technology, the future of AI gordon.darling@da.kyocera.com. will be driven by innovative thinkers who set out to reimagine operational efficiency.

Visit www.kyoceradocumentsolutions.us.

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PRINCIPAL ISSUES

Disaster Planning

In business, it is crucial to expect the unexpected by: Ken Edmonds, 22nd Century Management

I

n today’s unpredictable world, businesses face a multitude of threats, ranging from natural disasters and cyberattacks to supply chain disruptions and accidents. Businesses must be prepared for various disaster scenarios, and each scenario requires specific planning and response strategies. Despite the risks associated with these threats, many companies operate without comprehensive disaster plans, leaving them vulnerable to catastrophic losses. This article delves into the significant risks businesses face without disaster plans and underscores the necessity of being prepared. n Financial Loss — One of the most immediate and severe risks of not having a disaster plan is financial loss. Disasters can cause extensive damage to physical assets, disrupt operations and lead to significant revenue loss. Without a plan, businesses are often unprepared to mitigate these impacts. According to the Federal Emergency Management Agency (FEMA), 40% of small businesses do not reopen after a disaster. This statistic highlights the harsh reality that the absence of a disaster plan can lead to irreversible financial devastation. n Operational Disruption — A disaster can halt business operations, sometimes for prolonged periods. Without a disaster plan, companies lack the framework to quickly restore critical functions. This disruption can lead to missed deadlines, unfulfilled orders and a loss of customer trust. For instance, a company without a robust IT disaster recovery plan may face extended downtime following a cyberattack, which can cripple its operations. The inability to recover swiftly from disruptions can result in a competitive disadvantage as customers turn to more reliable alternatives. n Loss of Data & Intellectual Property — In today’s digital age, data is a critical asset. Cyberattacks can lead to the loss of sensitive information, intellectual property and customer data.

Without a disaster plan that includes data backup and recovery procedures, companies are at risk of permanently losing valuable information. The financial and reputational costs associated with data breaches can be enormous, including legal penalties, loss of customer trust and long-term damage to the brand. n Reputational Damage — A company’s reputation is one of its most valuable assets. Failing to respond effectively to a disaster can tarnish a company’s reputation and erode customer confidence. For example, if a company cannot fulfill customer orders or communicate effectively during a crisis, it

may be perceived as unreliable. This reputational damage can have long-lasting effects, driving customers to competitors and making it difficult to attract new business. n Legal & Regulatory Consequences — Businesses are subject to various laws and regulations designed to ensure safety, security and continuity. In the event of a disaster, failing to comply with these regulations can result in legal penalties, fines and lawsuits. For instance, inadequate preparation for data protection can lead to violations of data privacy laws. A disaster plan helps ensure a company meets its legal and regulatory obligations, protecting it from potential legal consequences. n Employee Safety & Morale — A disaster not only affects business operations, but also poses risks to employee safety and morale. Without a disaster plan, companies may be unprepared to ensure the safety of their employees during an emergency.

This lack of preparedness can lead to injuries, fatalities and emotional trauma. Furthermore, employees are likely to feel insecure and anxious working for a company that does not prioritize their safety, leading to decreased morale and productivity. n Supply Chain Vulnerabilities — Disasters can disrupt the supply chain, affecting the availability of raw materials, components and finished goods. Companies without a disaster plan may find themselves unable to procure necessary supplies, leading to production halts and delivery delays. This disruption can impact the entire business ecosystem, including suppliers, partners and customers. A disaster plan that includes strategies for supply chain resilience can help mitigate these risks and ensure continuity.

The risks of operating without a disaster plan are clear and substantial. Businesses that fail to prepare are setting themselves up for potential failure. Do not wait for disaster to strike.

Take proactive steps to safeguard your business, ensure continuity and build resilience. By recognizing the risks and taking proactive measures, businesses can safeguard their futures and ensure they are prepared for any eventuality. n Ken Edmonds is principal at 22nd Century Management. He previously served at Sharp Electronics Corp. and Konica Minolta Business Solutions. Before that, Edmonds owned a dealership and served as a service manager.

He can be reached at ken@22ctymgmt.com.

Visit www.22ctymgmt.com.

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LEGAL PERSPECTIVE

The Perils of Text Messaging Rules to keep in mind when texting for business

by: Greg Goldberg, BTA General Counsel

L

ast month, the Business Technology Association’s (BTA’s) former general counsel (and my dad), Bob Goldberg, penned his final Courts & Capitols column for Office Technology magazine — a moving reflection and heartfelt thank you for 47 years of dedicated and distinguished service. This month, BTA turns the page to a new chapter in which this attorney/writer humbly pledges to continue Bob’s storied legacy for the next generation of BTA members.

To commemorate this moment, this month’s magazine debuts my first “Legal Perspective,” a monthly column covering the legal and regulatory issues affecting the dealer channel.

The goal is to highlight subjects that percolate in members’ everyday business operations. Therefore, I encourage readers to join the conversation by sending in topics you would like to see featured in this space.

This month’s column touches on a topic that has become ubiquitous in daily life: text messages. Historically, business negotiations took place almost exclusively in the boardroom or over the telephone. More recently, however — in particular, since the COVID-19 pandemic — workers have eschewed the formal trappings of the office in favor of a work-from-anywhere ethos.

As a result, corporate communications have increasingly migrated from snail mail to email to the rapid-fire arena of texting — including on popular messaging apps like iMessage and WhatsApp. But even though texting may seem more relaxed, it can cause legal headaches, like forming binding contracts.

The formation of a valid and enforceable contract requires four elements: (1) an offer; (2) acceptance of the offer; (3) mutual assent; and (4) consideration. A valid offer must include terms that are clear and unambiguous. For instance, if I offer to paint your house for $1,000, that is a likely valid offer.

But if I offer to paint your house for a “reasonable price,” then further negotiation is necessary to determine what I mean by “reasonable.” Once made, the offer must be accepted. A valid acceptance must also be clear and unambiguous.

Mutual assent requires a meeting of the minds between the parties regarding the essential contract terms. Continuing with my prior example, if you own both a primary residence and a vacation home, and I do not specify in my offer which house I intend to paint, then there can be no meeting of the minds. Finally, consideration means that both parties entering into a contract must promise something to one another.

If I promise to paint your house but seek nothing in return, that is akin to a gift. Thus, no contract is formed because there is inadequate consideration. If, on the other hand, I promise to paint your house, and you promise to pay me to do so, then a contract is formed.

The contract principles above may be applied to oral or written agreements, including text messages. Accordingly, anyone sending or receiving text messages in a business context should remember the following recommendations: (1) Always, always, always proofread. Texters often send messages quickly and they rarely adhere to conventional grammar rules. Nevertheless, speed, informality and lack of punctuation are not valid defenses against contract formation. Remembering to reread text messages prior to sending is the best way to avoid costly errors and misunderstandings.

(2) Beware of “autocorrect.” Although predictive text technology has greatly improved, autocorrect errors may be confusing or embarrassing to texters. In the worst-case scenario, an autocorrect error may convey the opposite of a sender’s meaning, causing the recipient to believe a contract exists.

Although contracts formed by mistake may be voidable, voiding contracts can be complicated, particularly if the recipient acts in reliance on the message.

(3) Be careful using talk-to-text features. It is ironic that so many texters dictate text messages, rather than making traditional voice calls. But, like autocorrect errors, blaming Siri for a transcription error may not be sufficient to void a contract.

(4) Leave yourself an out. Simply stating that an agreement reached over text will be formalized and reduced to writing in the future is a strong defense against contract formation. A text message may capture this idea efficiently by saying something like, “Will send draft agreement shortly.”

Time and again, text message conversations appear as evidence in courtrooms around the country. That means any time you send a text for business, remember to ask yourself: “Is this something I would be comfortable showing to a judge and jury?” If the answer is “no,” do not hit send. n Greg Goldberg, partner at Barta | Goldberg, is general counsel for the Business Technology Association. He can be reached at ggoldberg@bartagoldberg.com or (847) 922-0945. www.of ficetechnologymag.com | August 2024 | ­25

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BTA HIGHLIGHTS BTA would like to welcome the following new members to the association:

Dealer Members genesisONE, Northbrook, IL Metro Business Systems, Forestville, MD Total Technology Solutions Group, Hanover Park, IL

Vendor Member BadgePass, Ridgeland, MS Moving Office Equipment, Columbus, GA For full contact information of these new members, visit www.bta.org.

Business Equipment Quota Index (BEQI) The 2024 BTA Business Equipment Quota Index (BEQI) provides market potential (product demand) indices for the U.S. market. These indices can be used to: forecast sales, evaluate territories, measure sales potential, establish sales quotas and measure sales performance. The BEQI reports on several office equipment categories: multifunction devices, printers and large-format printers (based on speed ranges and color versus monochrome), and scanners. BTA members may apply their $150 or $250 discount received with their membership toward purchase of the BEQI. For more information, visit www.bta.org/BEQI. For information on BTA member benefits, visit www.bta.org/MemberBenefits.

For the benefit of its dealer members, each month BTA features two of its vendor members.

Founded in 2009, etherFAX provides an intelligent, software-defined network and suite of applications to facilitate the exchange of business-critical documents and information. etherFAX’s patented technology is widely utilized across a broad range of industries. Leveraging the cloud, artificial intelligence and data extraction technologies, etherFAX helps organizations save time, money and resources by automating processes and workflows. etherFAX’s encrypted data exchange solutions operate in a HIPAA- and SOC 2-compliant environment.​ www.etherfax.net AMETEK Power Quality Solutions is in the business of helping customers proactively mitigate, manage and prevent power quality issues that negatively affect their businesses. For more than 35 years, AMETEK’s purpose has been to develop new, innovative and advanced power system protection approaches that improve the success of its customers and their clients. AMETEK’s suite of solutions offers the most advanced power protection, conditioning, analytics, monitoring, control and cloud capabilities to safeguard digital equipment, reduce service and parts replacement costs, and increase uptime. www.ametekesp.com A full list of BTA vendor members can be found online at www.bta.org.

For more information, visit www.bta.org.

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DEALERS HELPING DEALERS

Employee Retention

Dealers share ways they keep service technicians Compiled by: Brent Hoskins, Office Technology Magazine

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ollowing is a question submitted by a dealer member as part of BTA’s Dealers Helping Dealers resource and many of the answers received. Some answers have been lightly edited for length and clarity. These answers and others can be found in the members-only section of the BTA website. Visit www.bta.org/DealersHelpingDealers.

You will need your username and password to access this member resource.

How do I keep technicians? As an employee of 33 years, I have a hard time understanding the upcoming generation. The grass always looks greener on the other side and techs leave after a year or so despite pay increases and other incentives. Most of the time, they get some IT experience working here and poof, they’re gone. We have two groups within the service department — printer techs and IT techs. Both have had more turnover in the last five years than ever before.

I would also like to know: Can an entry-level employee afford housing in your area? One would think that an employee would take pay increases, stay for advancements, settle into a career and eventually move into a management position, but this just doesn’t seem to happen anymore. We hire, train, listen to their reasoning for leaving, hire, train and repeat.

I seem to remember a BTA article about this that I read thoroughly, but came away from it saying to myself, “I do most of the same things, but they aren’t working for me.” Any help would be appreciated.

“I think having a good culture will help keep people. We have a lot of tenure in our service tech department. We are currently looking to partner with local colleges and technical schools to try and create a path to get new recruits.”

Frank Betancourt, sales manager Seminole Office Solutions, Longwood, Florida “Housing is too expensive in our area for entry-level employees. Our service department has had some turnover, but most of it has been good turnover. When we had a technician leave

for a higher-paying position, he asked to return twice after his departure. We do pay more than we ever have in the past.”

Dan Detrick, vice president CopyLady Inc., Fort Myers, Florida “The prices of housing, along with other living expenses, have risen faster than the pay rate. This is a function of Washington, D.C. Like it or not, this divide has grown in the last few years. I am not making a political statement, but it is an undeniable truth. As for hanging on to folks, there will likely not be management paths for many of your service techs. It is an issue and with the recent law changes about noncompetes, I am afraid that it will become even more common. It is much easier to say than to do, but you have to build a bench — have more techs than you need right now.

That does two things: It better allows for growth and when someone does depart abruptly, it doesn’t leave you with a big worker deficit.”

John Eckstrom, president Carolina Business Equipment, Columbia, South Carolina “Welcome to 2024. We are paying new-hire techs with no experience the same as techs who have 20-plus years of experience. We have focused our hiring on more experienced techs to the extent possible in an effort to reduce turnover. In our business, experienced techs tend to stay with our company longer. We do realize we need some new blood, but have not found anyone with the work ethic and willingness to learn our industry. Most seem like they are almost afraid of the concept of being in the field versus in the office. Strange times.”

Mike DelBorrello, president Cyan Sky Copier Technologies, Schnecksville, Pennsylvania “It seems there has been a shift in priorities from experienced techs to entry-level hires, where the latter group values flexibility over stability and mobility over growth.”

Mark Van Den Hoek, owner The Office Advantage, Mitchell, South Dakota “There are a lot of companies vying for the same talent pool. Trying to hire new grads or ‘just-out-of-high-school’ candidates is tough when manufacturing and general labor are offering $22 to $25 per hour starting wages. This, in www.of ficetechnologymag.com | August 2024 | 27

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combination with the ever-rising prices of generation before ours felt the same way.

“There are some values everything, creates an environment where There are some values that are tried and hiring someone to ‘grow with your dealtrue to leadership: be honest, open and dithat are tried and true to ership’ is more than difficult now. Providrect.

Quality candidates can turn into qualileadership: be honest, ing uniforms, tools, consistent training, ty employees if we stick to these core values.” open and direct. Quality a phone, a laptop and a company car has Dave Schaeflein, director of service candidates can turn into helped, but it is still very tough to find talProven IT, Tinley Park, Illinois ent who will show up to an interview, presquality employees if we ent themselves well in front of customers “We’ve had the same issue. We’re paystick to these core values.” and stick with a skill long enough to being 20% more for starting positions and come an expert at it. The average price for have had to increase everyone’s pay. Try a house in our rural area is approaching $400,000 and that is to keep them motivated with a career path. We’ve recently just not sustainable or reachable for a single-income family. found some good, entry-level technicians who seem to have Taking on a $2,000 or more mortgage per month is a huge hur- the right character. We have also been getting Xerox techs, dle. And rent is not much better at $1,200 to $1,500 per month, but they are expensive.” on average.”

Nick Lioce, president Brian Bence, executive director of sales The Lioce Group, Huntsville, Alabama Shenandoah Valley Office Equipment (SVOE), Verona, Virginia “Service technicians have felt like a commodity in this “I try to be fair with their wages, but give them as much industry for a very long time. They are held accountable to time off as I can. I think techs new to the industry are, frankly, the numbers, but never feel truly listened to. Offerings such more interested in work-life balance than overall wages. So, I as PIVOT and BEI have allowed dealerships to put a dollar value their time more. Yes, I may pay mid-level, but I give way value to the numbers, resulting in increased income for the more flexibility with the time they are given off. Any chance I service department. can give them a ‘free day,’ I do it.”

“In addition, techs want you to know that you have real isKent McBride, president sues in the field and they want to know those issues will be takPBP Tech, Sophia, West Virginia en seriously when they arise. Give the technicians a consistent platform and weekly meeting to ensure their needs are met.

“We have similar problems across the board with entry-level “Techs may leave for a higher wage, but a higher wage does employees. We make an effort to stay current on mergers and not give them the comfort and security that a well-run departacquisitions in our region. Often, we find that employees who ment does. Know your numbers, hold your techs accountable have been laid off or who are dissatisfied in the merged envi- to the numbers and bonus them when they do. The longer they ronment make great hires for our independent dealership.” stay, the more valuable they become and the more increases Tim Renegar, president and promotions they will see in their futures.”

Kelly Office Solutions, Winston-Salem, North Carolina Brandon Cousins, president Kraft Business Systems, Grand Rapids, Michigan “My crew followed me from another dealership. We’ve kept this crew together by treating them right and keeping up with “I think the time issue is the major problem. Everyone wants their pay. New hires need to be screened; try to keep the rotten flex time and the new worker does not like to be tied down to a apples out of your barrel.” set program and wants flexibility.”

Dan Castaneda, general manager Dale Rachal, CFO International Copy Machine Center, El Paso, Texas ABM Office Solutions, Alexandria, Louisiana “Finding and keeping service technicians is more difficult than ever. Yes, entry-level technicians can afford housing in our market. In the last two years, we have increased our starting salary approximately 15% — sometimes more depending on the candidate. Employee retention (it seems) takes more commitment and energy than finding qualified candidates.

There is no magic bullet or ‘easy button.’ Our current generation of leadership doesn’t have the luxury of the previous “do-it-because-it’s-your-job” generation. I would bet that the

“We have similar challenges with the Amazon warehouses popping up in our area and how they pay. We do have certain incentives that help, including commissions that are paid out if a tech finds a lead in the field.”

Adam Volpe, vice president of sales Altek Business Systems, Telford, Pennsylvania n Brent Hoskins, executive director of the Business Technology Association, is editor of Office Technology magazine.

He can be reached at brent@bta.org or (816) 303-4040.

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SELLING SOLUTIONS

Complacency Kills

The lesson is crystal clear: Never stop selling by: Troy Harrison, Troy Harrison & Associates

R

ecently, I was talking to a business owner about prospecting and selling new accounts when the business owner asked me an interesting question: “When should I stop worrying about selling new accounts?” My response is always the same: “You should never stop selling new business!”

It has been said that “pride goeth before a fall.” That is probably true, but in business, “complacency goeth before total collapse.”

I once worked (for a short time) for a company that had an astounding growth rate. It went from zero to $35 million in annual revenue in 10 years — all on the skill sets of some talented salespeople and excellent customer service. When the company got to $35 million, management decided that the company was going to take a “break” from selling new business. The logic was that the company was making plenty of money, the people were happy and selling new business placed unnecessary strain on the company’s infrastructure.

Two short years later, it was doing $17 million in annual revenue, losing big bucks and management was panicking about the longevity of the company.

What happened to this company is not uncommon. First, one big customer went into bankruptcy and ceased operations. Then, top management at another big customer was swept out and the new management did not want to use the same vendors as the old. Add in a customer’s death and it was down to $23 million in a few months. So, what happened to the rest of its business? Complacency.

When the salespeople were told not to sell new business, a couple of them did not like it, but most of them did. Remember, everyone at this company was making big bucks and relieving the salespeople of prospecting responsibility while keeping their compensation high made it a dream job for many of them. Not all of the salespeople were financially affected by the collapse in revenues; those who were not affected did not feel any real pressure to build the company back up.

Next, customer service fell by the wayside. The intent of the “no-new-customers” edict had been to make customer service and production jobs easier, more pleasant and more productive. It had the exact opposite effect. The customer service reps, no longer having to deal with the changing needs of a sales force bent on growing the business, got fat and happy (not unlike the salespeople). Attention to detail and follow-up

suffered. Production expanded what work they had to fill the time allotted, since there was no pressure to get orders out to impress new customers. The whole thing took on the customer-friendly atmosphere of your average Department of Motor Vehicles office.

In a nutshell, an entire company got lazy. That $35 million looked good, but management did not count on normal customer attrition. Granted, it is unusual to lose three huge customers within a few months’ time, but it is not so unusual that you can think, “It would never happen to me.” The salespeople, customer service people and production people who were only too happy to shift into “maintenance” mode found it tough to shift back into “hit-the-bricks-and-sell” mode and the company struggled mightily with these issues. The owners did not help much, either — as the company lost big money, they jetted to vacation homes, and bought new Mercedes and Porsches instead of tending to business.

Salespeople are not immune to this syndrome, either. Salespeople can attain a certain income level and decide that it is “enough” for them to live on. Like the people at the company discussed above, it is tougher to restart prospecting than it is to never stop. www.of ficetecthnologymag.com | August 2024 | 29

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into the trap of thinking you have “made I once interviewed a gentleman for a it” and can coast on your current customsales position who had a long background Remember, in sales, er base. But the hard truth is, customers in the industry that I was working in, had the moment you stop come and go — sometimes in bunches and worked with many of the same types of climoving forward is the often when you least expect it. ents that I wanted to do business with and moment you start sliding Smart sales managers and top salespresented himself very well. The chinks in people know that the key to long-term his armor showed when he told me how he backward. Keep selling, success is to keep that sales funnel full. built a $1.5-million-per-year territory (very keep growing and never, Always be prospecting, always be looking impressive in that particular industry and ever get complacent. for new opportunities and always be huntime period) by prospecting and cold callgry for growth. It is not just about hitting ing. He bragged that he had been working your numbers today; it is about ensuring with many of his customers for more than 10 years. When I asked him how much business he was doing you will still be in the game tomorrow, next year and a decade in the present, he replied that he was doing about $350,000 from now. Remember, in sales, the moment you stop moving annually. It was elementary to drill down and find out that he forward is the moment you start sliding backward. Keep sellhad built this great territory, stopped prospecting, lost cus- ing, keep growing and never, ever get complacent. n Troy Harrison is the author of “Sell Like You Mean It” tomers to the usual attrition and had not filled his sales funnel and “The Pocket Sales Manager.” with new prospects and new business. His plan, in fact, was He helps companies navigate the elements of to bring his business (what was left of it) over to my company sales on their journeys to success. and, presumably, ride it all the way down to zero. Not surprisTo schedule a free 45-minute Sales Strategy ingly, I did not hire him — and I do not know if anyone else did.

Review, call (913) 645-3603 or The lesson here is crystal clear: Never stop selling. Complaemail troy@troyharrison.com. cency is a silent killer in the sales world, sneaking up on even Visit www.troyharrison.com. the most successful businesses and individuals. It is easy to fall

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