November 2012 Office Technology

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Introducing

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CONTENTS Volume 19 • No. 5

FEATURE ARTICLES 10

Document Management Streamlining processes for seamless workflow

COURTS & CAPITOLS Business Plans Do you know where you are going?

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by Robert C. Goldberg BTA General Counsel

by Brent Hoskins Office Technology Magazine

The BTA Legal Hotline allows me to speak with BTA members on a daily basis, and there are many concerns regarding the state of the industry. Although the concerns are real, often there are no plans to address them. Now, more than ever, it is essential to develop a one-, five- and 10-year business plan.

In recent years, a growing number of office technology dealerships have partnered with independent software vendors that sell document management systems, addressing customer pain points related to documents and the flow of information in the workplace.

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Grand Slam 2012 BTA East hosts event in Rye Brook, N.Y.

P R I N C I PA L I S S U E S Our Shared Passion It was evident at the recent BTA East-hosted event

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by Brent Hoskins Office Technology Magazine

by Tim Seeley Jr. Seeley Office Systems

On Oct. 2-3, BTA East hosted its fifth annual Grand Slam event in Rye Brook, N.Y. The event was designed to provide office technology dealers with opportunities to learn from experts, network with fellow dealers and gather new ideas and strategies.

18

Change is Inevitable Forty years: A look back & ahead to the future

by Ray Belanger Bay Copy

To me, it feels natural to love the office technology industry. I have grown up around it and, from a young age, have been fortunate to watch the industry evolve. However, while attending the recent BTA East-hosted event, I was reminded that there are many people who share the same passion.

SELLING SOLUTIONS Allocating Time It will help sales reps better manage activities

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In June, Bay Copy celebrated its 40th anniversary and we decided to throw an anniversary party to thank everyone who helped us along the way. In preparing to address the crowd, I thought about our company’s history and how much both the company and the industry have changed.

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Your Managed IT Team You need to recruit & hire the right people

by Sally Brause PathShare HR Services (GreatAmerica)

Many office technology dealers have started or are considering implementing a managed IT services offering for their customers. But despite the importance of understanding the technology aspects, running a successful managed IT services operation comes down to people.

by Tibor Shanto Renbor Sales Solutions

After a long career in sales, working for and with some highly successful professionals, it is difficult not to reach the conclusion that those who master sales really master two key things: (1) Being proactive rather than reactive; and (2) Taking control of activities and use of time.

D E PA R T M E N T S Business Technology Association

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• BTA Highlights

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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

How Do Your Comp Plans Measure Up?

A

re you paying your employees competitive salaries?

If you are uncertain, then I encourage you to download your copy of the 2012 BTA Compensation Report from BTA’s website (www.bta.org/Bench markingReports). This report examines the results of a survey recently completed by 202 office technology dealers. The report, free to BTA members, shows salary averages for a number of employee positions by both size of dealership and geographic region.

My thanks to those of you who completed the survey. By doing so, you have helped your fellow dealers, demonstrating the core purpose of the association — dealers helping dealers. Also, congratulations to the first 25 of you who completed the survey, earning a $25 American Express gift card.

Prepared for BTA by Survey Advantage, the report provides a look at the responses from dealers reflected in median numbers, first by dealership size. Specifically, the results are shown for five levels of dealership annual revenue: under $1 million; $1-3 million; $3-5 million; $5-10 million; and more than $10 million. Also shown are the minimum, average (the respondent was asked to indicate his or her dealership’s average) and maximum base annual salaries for employees by position. For example, for a dispatcher in a $3-5 million dealership, the minimum, average and maximum are $26,500, $27,000 and $28,060, respectively.

This section also shows the minimum, average and maximum commission/overtime/ bonus/other for each employee position.

The second section of the report reflects the responses by geographic regions — East, Midwest, Southeast and West (the states included in each region and the

count of responses in each are listed). Certainly, the cost of living varies in different parts of the country. The result, of course, is that, generally, a dispatcher in Kansas would be paid less than a dispatcher in New York. For example, the average base salary for a dispatcher (in all dealership annual revenue levels) is $29,060 in the Midwest, slightly less than the $30,750 in the East.

This section also shows the minimum, average and maximum annual salaries for each employee position.

I have used a dispatcher in my example, but it should be emphasized that this report includes income averages for an all-inclusive list of dealership positions.

Here is a sampling: general manager; accounting manager; office/clerical position; warehouse supervisor; sales manager; sales rep I (trainee); sales rep II (one to two years experience); sales rep III (three to five years experience); sales rep IV (six-plus years experience); service manager; service technician I (trainee); service technician II (one to two years experience); and service technician III (three to four years experience).

This report will likely provide you salary averages for every position in your dealership.

Finally, the report also includes other compensation/employment information. For example, it lists the percentage of respondents offering such employee benefits as flex time, health insurance and a retirement plan. In addition, the report includes the average tenure of sales and service employees and the basis of commissions.

Are you ready to see how your dealership compensation plans measure up as compared to other dealerships? Download your copy of the report from the BTA website today. While on the site, download the 2012 BTA Service Report as well. Also, watch for the 2012 Finance Report survey soon.  — 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 Ray Belanger, Bay Copy www.baycopy.com Sally Brause, PathShare HR Services (GreatAmerica) www.greatamerica.com Robert C. Goldberg, General Counsel Business Technology Association Tim Seeley Jr., Seeley Office Systems www.seeleyoffice.com Tibor Shanto, Renbor Sales Solutions www.sellbetter.ca

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 Photo Credits: Altrendo Images, Digital Vision, Stockbyte.

Cover created by Bruce Quade, Brand X Studio. ©2012 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 2012-2013 Board of Directors

Our Thanks to BTA’s Longtime Members

T

oday’s Business Technology Association (BTA) was founded in 1926 by a group of independent typewriter dealers in Kansas City, Mo. They had a vision of dealers joining together, helping one another, sharing guidance and insight, knowing that there is strength in numbers.

That vision endures.

While BTA has had thousands of members through the years, there is a group of member dealerships that has demonstrated unequaled commitment to the vision of our founding members. With our sincere thanks, I would like to recognize each of them. Following are the 50 dealerships that have been members of BTA the longest, listed by the year they first joined the association.

1930: Anderson Business Technology, Pasadena, Calif.

1939: Capital Business Machines, Little Rock, Ark. 1941: Wagner Office Machines, Chicago, Ill. 1942: Howard D. Happy Co., Mayfield, Ky.; Tom Lawlers Inc., Jackson, Tenn.

1943: Enid Typewriter Co., Enid, Okla.

1945: Standley Systems, Chickasha, Okla.

1946: Phillips Office Solutions, Middletown, Pa. 1953: Widmer Time Recorder Co. Inc., Hackensack, N.J. 1956: Waltz Business Solutions, Crestview Hills, Ky. 1957: Richardson Business Machines Inc., Grand Rapids, Mich.

1958: ABM Automation, Oklahoma City, Okla.; Bishop Business Equipment Co., Omaha, Neb.; Eakes Office Plus, Grand Island, Neb.; Edwards Business Systems, Wyomissing, Pa.; SBM, Sterling, Ill.

1959: Central Office Service & Supply Inc., Clay Center, Kan.; Hagan Business Machines Inc., Erie, Pa. 1964: Monroe Office Equipment Co., Monroe, La. 1966: Southeastern Business Machines Co., Huntsville, Ala. 1967: Roland’s Business Systems Inc., Worcester, Mass.

1968: Enoch Office Equipment, Timonium, Md.; M&M Sales Co., Urbandale Iowa; MT Business Technologies Inc., Mansfield, Ohio 1969: A&A Office Systems Inc., Middletown, Conn.; Dakota Business Center, Rapid City, S.D.; Hadley Office Products Inc., Wausau, Wis.; Hoosier Business Machines, Jasper, Ind.; Loy’s Office Supplies, Lagrange, Ga. 1970: Donnellon McCarthy Inc., Cincinnati, Ohio; Dustin Office Machines, Gainesville, Texas; Illinois Valley Business Equipment Inc., Peru, Ill.; OfficeNet Inc., Fremont, Neb. 1971: Buckmaster Imaging Systems, Sacramento, Calif.; Forbes Office Solutions Inc., Newton, Iowa; WJS Enterprises Inc., Metairie, La. 1972: Adams Remco Inc., South Bend, Ind.; Boring Business Systems, Lakeland, Fla.; Eicholtz Co., New Oxford, Pa.; Office Equipment Co., Eugene, Ore. 1973: Advance — The Document Specialists, Cockeysville, Md.; CopyPro Inc., Greenville, N.C.; Duplicator Sales & Service, Louisville, Ky.; Jim Gordon Inc., Columbus, Ind.; Stan’s Office Technologies, Woodstock, Ill. 1974: Allen Business Machines, Ft. Wayne, Ind.; Aregood Technologies, Ridgeland, Miss.; Data Business Equipment Inc., Des Moines, Iowa; Fraser Advanced Information Systems, West Reading, Pa.; NorthShore Business Technology, Kenosha, Wis.  — Terry Chapman

President Terry Chapman Business Electronics Corp.

219 Oxmoor Circle, P.O. Box 531066 Birmingham, AL 35253 tchapman@businesselectronics.com President-Elect Todd J. Fitzsimons Network Imaging LLC 122 Spring St., Ste. B3 Southington, CT 06489 tjfitzsimons@ni-ct.com Vice President Ron Hulett U.S. Business Systems Inc. 3221 Southview Drive Elkhart, IN 46514 ron.hulett@usbus.com BTA East Rob Richardson Allied Document Solutions & Services Inc. 200 Church St. Swedesboro, NJ 08085 robr@ads-s.com BTA Mid-America Dave Quint Advanced Systems Inc. 2945 Airport Blvd., P.O. Box 57 Waterloo, IA 50704 dquint@asiowa.com BTA Southeast Debra Dennis CopyPro Inc. 3103 Landmark St. Greenville, NC 27834 ddennis@copypro.net BTA West Mike Ehlers Yost Business Systems 685 E. Anderson Idaho Falls, ID 83401 mike@yostonline.com Ex-Officio/Immediate Past President Tom Ouellette Budget Document Technology 251 Goddard Road, P.O. Box 2322 Lewiston, ME 04240 touellette@bdtme.com Ex-Officio/General Counsel Robert C. Goldberg Schoenberg Finkel Newman & Rosenberg LLC 222 S. Riverside Plaza, Ste. 2100 Chicago, IL 60606 robert.goldberg@sfnr.com

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Document Management Streamlining processes for seamless workflow by: Brent Hoskins, Office Technology Magazine

T

oday, many office technology dealerships have transitioned to a consultative sales approach, addressing customer pain points related to documents and the flow of information in the workplace. Any sign of selling the proverbial “speeds and feeds” is something they only see in the rearview mirror. How about you?

Are you there yet?

There is no shortage of consultative sales opportunities at the dealer’s disposal, given the growing number of independent software vendors (ISVs) — many of which are actively courting the BTA Channel. Those vendors see the long history dealers have in their local communities and the unparalleled nature of the relationships they have with their customers.

Among those ISVs are the purveyors of document management systems. In recent years, a growing number of dealers have partnered with these vendors. They are dealers who are focused on helping customers address those pain points and on taking their dealerships to new heights.

The document management industry does appear promising, in terms of its size and potential. “The analyst team at NelsonHall predicts that the global document management services market for 2013 will be more than $45 billion,” says Joe Wharram, executive vice president of Computhink, makers of the ViewWise document management solution. “They report that the market growth is currently around 18 percent.”

Rex Lamb, president and co-founder of FileBound, makers of the FileBound document management solution, offers similarly compelling numbers. “We believe that there are approximately 223,000 businesses in the United States that have between 50 and 2,500 employees — our sweet spot,” he says. “We further estimate that only about 20 percent of them are using some software to operate their workflows and manage documents. So, we believe that the U.S. market size is about $2.2 billion.”

Whichever market size you consider — $45 billion or $2.2 billion — both are big numbers and point to big opportunity.

Yet, many traditional office technology dealerships are not offering document management. “We estimate that probably 25 percent of them are actively pursuing a document sales strategy,” says Mark Creglow, COO and co-founder of FileBound. “Others may just talk about it, or they sign up and then do not pursue it.”

What is the holdup for dealers who are holding back? “I think it’s probably a little bit of fear, and it’s the investment,” Creglow says. “You have to have a dedicated staff to really be successful. Plus, they know they have to get out there and, ultimately, move copiers. So, sometimes, it is just the day-to-day routine that keeps them from opening a new line of business.”

Lamb adds that the nature of the necessary selling methods is also often seen as a challenge in some dealerships. “It requires that they have someone on staff who understands business processes,” he explains. “That takes someone who can look at, for example, accounts payable or the needs in a health-care facility, and translate how technology can be used to improve processes in today’s environment.”

Today, Lamb adds, the nature of document management sales is significantly different than it was in the past. “Fifteen years ago, people were buying to reduce paper,” he says.

“Today, the goal is way beyond that. End users are sophisticated and are looking for a provider that can solve their business problems.”

Of course, the very rise of the digital document has shifted document management away from the focus on reducing paper consumption. “All kinds of information is flowing into these applications,” Lamb says. “As an example, think about accounts payable and the percentage of invoices that are arriving via email versus arriving in the mail. So, the systems people are looking for and need to automate are any of the

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ways that documents are relationship is different with imported, whether they are the company’s large “mega“We have a team here with coming in via fax, paper, dealer” partners that have account managers who can email or in some other digthe staff and infrastructure provide assistance and ital format.” in place to both sell and educate them. We assist While the changing nasupport document manageture of the way documents ment solutions. “That model dealers to embolden them in are originated and shared seems to work very well for those early stages of being in the workplace, along us. I am not expecting them an apprentice in the arena, with the need to manage to be technical, having to to help them grow and mature.” these documents, are very support our software.”

— Joe Wharram well understood by dealers, Malyon notes that even there is still that apprehenwithout handling the imComputhink sion among many dealers plementation and support, to embrace the document management opportunity. Given dealers enjoy the financial payoff. “They have the customer that apprehension, today’s vendors recognize the need for relationships,” he says. “What it really comes down to is a high level of support in working with dealers, who, with these dealers are making 30- to 35-percent margins from few exceptions, have a common hardware-centric heritage. being able to handle the face-to-face. I don’t need regional “We have tools that we can put in dealers’ hands that pro- salespeople flying around the country. Instead, we have our vide for a quick start, if you will,” Lamb says. “We give them dealer partner on site with the customer and our sales supall kinds of ideas and collateral, including case studies, that port is provided via GoToMeeting.” they can carry to market so that they can speak intelligentActually, the advent of the capability to connect with othly, for example, at a bank or a hospital where, in most cases, ers via the Internet has provided a new level of support that there are unique strategies required to be successful. So, is common among today’s document management providwe offer materials and training that will make it easier for ers. Says Lamb: “When one of our dealers or their sales reps them to get comfortable talking to a specific prospect about identifies an opportunity, oftentimes they are not prepared a specific business problem.” to give a presentation to that prospect, so we will particiSimilarly, Wharram emphasizes Computhink’s focus on pate hand-in-hand with them by doing a Web demo.” Says support. “We have a team here with account managers who Koch: “We can go online quite easily and be right there with can provide assistance and educate them,” he says. “We as- the dealership representative and the customer, handling sist dealers to embolden them in those early stages of being the product demonstration and answering questions.” an apprentice in the arena, to help them grow and mature.”

Despite the high level of support, document management Dan Koch, channel director at Computhink, further em- may not be for every dealership. “The owner has to be open phasizes the company’s support of its dealers, noting that to the opportunity and to understanding solution selling, if it frequently assists in the sales process. “We don’t just sign that is not part of his [or her] game plan today,” Malyon says. up a dealer and say ‘Good luck, we will wait for the orders,’” “He has to be willing to evolve into that type of dealership he says. “We will provide as much to the sales and support — the hybrid dealership. If I don’t have buy-in from the top, effort as they need. So, our message is, ‘Hey, Mr. Dealer, we we usually don’t sign on the dealership.” will be there for you in the beginning, in the middle and in An embrace of solution selling is at the foundation of the end in terms of business development, giving you leads, dealerships that are successful with document managedoing online demos and whatever else.’ We don’t sell direct. ment, says Wharram. “They demonstrate the ability to go Our whole business model is built around bending over in, look at a problem that needs a solution and then can inbackward to help our dealer partners sell.” tegrate our product, as well as other applications, to resolve MaxxVault, makers of the MaxxVault Enterprise docu- that problem,” he says. “No one sells document management ment management solution, adheres to a business model anymore. They sell solutions to business problems.” with most of its dealers that takes support to a different levThe benefits that document management solutions offer el, which, in part, eliminates the need for any on-staff expert to the end user can be far reaching. Lamb cites some of the at the dealership. “We basically say, ‘You find and help us key benefits: “They offer immediate access to documents, improspect the lead, and help close it, and we will handle the proved security and control, improved business processes, implementation and the after-support,’” says MaxxVault’s reduced operational costs, reduced legal and financial risks, president and founder, Bruce Malyon, noting that the legislative compliance, compatibility with green mandates, 12 | ­w w w. o f f i c e t e c h n o l ogymag.com | November 2012

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control the data.” and better management and For some dealers, now insight into employee pro“Beyond the recurring may be the time to move ductivity,” he says. revenue ... there is the into the document manageOf course, there are also perception that ... customers ment arena. “We find that the benefits to the dealer. have of the dealership. those dealers who are suc“Beyond the recurring revThe dealership is not going cessful understand that the enue, which is certainly an landscape in their market is advantage, there is the perto be seen as a company changing,” Lamb says. “That ception that their customthat is just quoting a sales sometimes requires moving ers have of the dealership,” price, but as a technology partner ... ” into some other areas where Creglow says. “The dealer— Mark Creglow they have not been in the ship is not going to be seen FileBound past, complementing what as a company that is just they are doing on the hardquoting a sales price, but as ware side. Otherwise, eventually, they are a technology partner and consultant.”

There is also the “sticky factor” for the dealership, Ma- going to one day find themselves out there lyon says. “If you have MFPs in the customer location, and ‘stranded on an island.’” n Brent Hoskins, executive director of the also a document management solution, then it is going to Business Technology Association, is editor of be difficult for a competitor to come in and flip the lease Office Technology magazine. just to shave a half penny off the cost per copy,” he says.

He can be reached at brent@bta.org.

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Grand Slam 2012 BTA East hosts district event in Rye Brook, N.Y. by: Brent Hoskins, Office Technology Magazine

O

n Oct. 2-3, BTA East hosted its fifth annual Grand Slam event in Rye Brook, N.Y. The event was designed to provide office technology dealers with opportunities to learn from experts, network with fellow dealers and gather new ideas and strategies.

Two comments shared in event evaluations reflect those of many of the attendees:  “Great event, ‘short and sweet,’ but powerful and educational ... BTA works hard to stay in touch with the times and changes coming, and gives dealers a plan of attack.” — Richard Fryman, ABS Business Products Inc., Cincinnati, Ohio.  “As a newly reconnected BTA member, it was great to come back and experience why BTA and education can be a great value to help keep independent dealers strong.

Motivating and energizing!” — Ian Leppert, Leppert Business Systems, Burlington, Ontario, Canada Grand Slam featured a keynote presentation by Norihiko Ina, president and CEO, KYOCERA Document Solutions America Inc. There were also six other presenters: Teri Dunn, Print Management Solutions Group; Todd Johnson, Strategic Business Associates; Mike Adams, Power Appointment Setting; Lou and Andy Slawetsky, Industry Analysts Inc.; and John Barbieri, CompTIA. The event concluded with an evening at Yankee Stadium to see the Boston Red Sox take on the New York Yankees.

There were also 37 exhibiting sponsors: ACM Technologies, BEI Services, Buyers Lab, Color Imaging, Compass Sales Solutions, Copystar, Crawford Thomas, DCS, Digital Gateway, Digitek, DocuWare, ECi-FMAudit, EDA, Epson, ESP, Falcon Technology Solutions, GreatAmerica Leasing, Image Star, The Imaging Channel, InkCycle, Innovolt, Katun, Konica Minolta, KYOCERA, LEAF, MSE, Muratec, NA Trading and Technology, OKI, Parts Now, PNC Equipment Finance, Polek & Polek, Smart Power Systems, Supplies Network, Toshiba, West Point Products and YardeZone.

For information on future BTA district events, visit www.bta.org/DistrictEvents.  Brent Hoskins, executive director of the Business Technology Association, is editor of Office Technology magazine.

Clockwise from top: Grand Slam featured six educational sessions; keynote speaker Norihiko Ina, president & CEO, KYOCERA Document Solutions America Inc.; speaker John Barbieri; dealer attendee Leo Bonetti (left) visits with Rich Snyder of PNC Equipment Finance during a break between sessions; dealer attendee Jim Brown (left) visits with Craig Fitzpatrick (center) and Adam Rosenthal of Digital Gateway.

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Left: (Top photo) Grand Slam, hosted by BTA East and held at the Doral Arrowwood in Rye Brook, N.Y., provided attendees with numerous opportunities to network, including lunch in the resort’s lobby restaurant; (Bottom photo) dealer attendees listen to the presentation of one of the event’s seven educational session presenters.

Clockwise from top left: (Left to right) BTA East President Rob Richardson, with ESP’s David Sansenbach and Georgann Gelsi-Piccirillo, present a television to dealer attendee Dave Etter during one of the event’s many prize drawings; BTA President Terry Chapman is introduced to attendees; speaker Mike Adams; speaker Teri Dunn; BTA Board member Mike Ehlers (right) visits with representatives of Image Star; attendees enjoy the game at Yankee Stadium; speaker Lou Slawetsky.

The Total Solution I

n his keynote presentation, “The Total Solution Approach: How to Increase Your End-User Engagements and, Ultimately, Sales,” Norihiko Ina, president and CEO of KYOCERA Document Solutions America Inc., encouraged dealers to rethink their current business strategies. “Look carefully at how you can change the mindset of your sales and service teams, and move the culture of your entire organization from a ‘sell and service A3 MFPs’ focus, to a true total document solutions business model,” he said. “That will be the best way to take full advantage of the market changes that are happening now.”

Those changes provide an opportunity for dealers to grow their businesses, Ina said, noting that after changing the mindset within their dealerships, dealers must remain dedicated to moving to a broader document solutions focus. “The development of connected devices has given rise to many changes and opened many opportunities for your customers to be more productive, efficient and lower their total document costs,” he said. “The adoption of new technologies has varied greatly from industry to industry and from customer to customer. Even so, the trends are very clear.”

One trend of particular importance to dealers, said Ina, is the decline in laser hardware revenue. He reported that KYOCERA projects that hardware revenues will peak some time in the next year and will then begin a steady decline, with total value down about 1.2 percent by 2016. “Over the same period, however, we will see software and solutions revenue growing by 8 percent or more,” he said. “What does this mean to us? It means that your customers will continue to find ways to take advantage of those services to improve productivity and control costs. The opportunity this creates is that as they try to do this, they don’t always know what they need, and they can find the process confusing.”

Today, Ina said, many dealers still ask: “How can I be more successful if hardware revenues shrink?” The answer, he said, lies in increasing “each and every” customer engagement in order to increase sales revenue per customer. “The first step is to move from only A3 MFPs with service contracts to printer or A4 MFP device sales with service involvement,” he explained. “The next step is to move to MPS [managed print services] and MDS [managed document solutions]. Third is to offer IT or network services.

And, last, is to offer professional services and consulting to your customers. I believe that all these new challenges need new solutions and new service skills.”

Ina noted that success in sales always starts with meeting customer needs. “What customers today need are people who can understand their businesses and their challenges, and help them to navigate the choices and options they have,” he said. “They need people who know how to listen to them and can advise them with confidence. They need people who work with customers as if their own success depends on their customers’ success.”

Doing this requires different skills and a different mindset than is needed to sell only A3 MFPs. “So, as the market changes, we need to change,” he said. “The good news for all of us here is that there is still a real need within your customer base. There are opportunities for those who can change their focus from ‘selling boxes’ or A3 MFPs with service, to acting as a trusted advisor to their customers. Building trust is essential. Helping solve customers’ problems is essential. And training and planning are essential.

But it all begins with making a commitment to make the changes needed to become a total document solutions provider.” n —Brent Hoskins www.officetechnologymag.com | N o v e m b e r 2 0 1 2 | 17

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Change is Inevitable Forty years: A look back & ahead to the future by: Ray Belanger, Bay Copy

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n June, our company, Bay Copy, celea more global perspective of our industry brated its 40th anniversary. As the date by leading the first-ever meeting of a Konapproached and we talked about how ica Dealer Council in Japan in 1998. Over to acknowledge it, we decided to throw an the ensuing years, we had the opportunity anniversary party to thank our customers, to host a number of Konica Minolta dealemployees, business colleagues and everyers from all over the world. These events alone we could think of who helped us along lowed us to continually learn about emergthe way. In preparing to address the crowd, ing technology and distribution strategies.

I thought about our company’s long histo- Ray Belanger Sr. (left), founder, As technology continued to advance, we ry, and how much both the company and and Ray Belanger, CEO, Bay Copy. felt that to grow in this industry, we needthe industry have changed. I also thought about what the ed to stay ahead of technology. For us, that came, in part, next 10 years might bring. from opening up our distribution to include additional marThe Bay Copy story begins with my dad, Ray Belanger Sr., kets. In 2001, we acquired AdCom, which, at the time, dealt who founded the company in 1972 with an $8,000 initial in- mostly with facsimiles and printers. Also, as Konica Minolta vestment. Keep in mind that, in 1972, $8,000 was no small had always been a strong manufacturer for us, we became sum. He founded the company originally under the name Bay closely associated with its Solutions and National ProfesState Business Products. The state-of-the-art equipment in sional Services Groups in 2005. By 2008, we had also become those days was the duplicating machine, used in schools so a Lexmark Business Solutions Dealer. By being a member of teachers could run off tests or worksheets. Another mainstay the national Lexmark Dealer Advisory Board, we got insight of the early business model was typewriter repair. from both top Lexmark executives, as well as some of the I joined the family business 10 years after its inception — most respected independent dealers in the country. in 1982 — as a sales representative.

As we have witnessed how properly networked digital Originally located in the town of Abington, Mass., the technology can help businesses save significantly on time, company moved to its present location in 1985 when we pur- labor and costs, and can result in a better quality of docuchased the 14,500-square-foot building in Rockland, Mass., ment generation, we have shifted our model from a company that serves as our company headquarters. that sells and services office equipment to one that has “effiMy father retired in 1992, but his work ethic, drive, deter- ciency audits” taken to see what savings can be achieved by mination and entrepreneurship remained embedded in the leveraging the benefits of technology. We have become even company’s philosophical approach, especially as we made closer partners with our customers. We help them underthe transition from analog to digital. stand how to best use technology to streamline workflows, That was a seismic shift in our industry. But conversions reduce costs and drive productivity. to digital were happening in technology all around us, so As we move forward toward our next big anniversary in 10 why not in document generation equipment? We saw the years, we see both challenges and opportunities ahead. Conswitch coming and worked to introduce this new concept to tinued technological advances are inevitable and they bring the market, which we did in 1995 by offering the first digi- with them the opportunity to offer additional value to the tal copier/printer in the area. We had prepared for this and clients we serve. We have shifted away from the traditional I would say it numbered among the great changes in our in- model of a company that sells office equipment to one that is dustry, at least at that point. a real partner in our clients’ business processes.

Also around this time, we had a unique opportunity to get We anticipate responding to this evolution by offering

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Belanger Nov 12.indd 1

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NOT JUST A DOT ON THE MAP

You are not just a dot on the map, you are one of the 1700 and growing dealers that has allowed Digital Gateway to bring your world together. The new Digital Gateway is made up of the three Dealer Management Solution companies that you’ve trusted for over a decade and a half: e-automate, OMD, and La Crosse. Our teams now work together to do what’s best for the dealer community, the market partners, and manufacturers that serve you.

Our people know how important the Independent Dealer community is to our success.

We are grateful for the tremendous contributions that so many of the 1700 dealers have made to building the best Dealer Management Solutions available. We know that through this continued relationship we can take on future challenges together.

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Our people are ready to provide the new tools that are critical to compete—tethered to your dealer management systems—and integrated with your key market partners to win in the new economy.

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more with our peers, we also hope to more managed services and using techencourage greater cooperation between nology to help improve our customers’ And, as we look to manufacturers and distributors. businesses. While some may face the communicate more Throughout the last 40 years, we have move toward managed print services with our peers, we also learned the importance of staying nimwith trepidation, we have advocated hope to encourage ble, anticipating technological advances, for organizations to move to a “costgreater cooperation building strong, close relationships with per-page” approach. Although it is an our clients, and offering them the best area that is often overlooked, most busibetween manufacturers solutions for their specific needs by not nesses spend between 1 and 3 percent of and distributors. only understanding, but maintaining actheir total bottom line generating docucess to all the options the industry offers ments. We have found that CFOs are interested to hear how immediate areas for cost savings and through partnerships with our vendors.

If looking over the last 40 years has taught us anything, it is improved productivity can usually be found.

Additionally, I foresee our company becoming even more that change is inevitable and sometimes even unpredictable. involved with peer groups. We are one of the founding mem- But if you ready your business on the basics — bers of the Select Dealer Group (SDG), and the support and customer relationships, product knowledge knowledge we have gained from being an SDG member has and hard work — you can be ready for whatgiven us a tremendous advantage. I think there is great po- ever the next 10 (or 40) years brings.  Ray Belanger is CEO of Bay Copy, based in tential here for all dealers in the industry to share ideas and Rockland, Mass. He can be reached at benchmark their progress, as well as cultivate a feeling that fosters a level of cooperation. And, as we look to communicate rbelanger@baycopy.com. Visit www.baycopy.com.

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20 | w w w. o f f i c e t e c h n o l ogymag.com | November 2012 Capsys Epson Ad_OT.indd 1

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10/29/12 12:23 PM

Your Managed IT Team You need to recruit & hire the right people by: Sally Brause, PathShare HR Services (GreatAmerica)

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any office technology dealers have started or are considering implementing a managed IT services/ managed network services offering for their customers. This has been a great growth opportunity for dealers — some are reporting double-digit growth rates for the first time in years.

Managed IT services involves remote monitoring and management of customers’ network devices, such as firewalls and servers, as well as supporting end users with their issues, such as remediating viruses. But despite the importance of understanding the technology aspects, running a successful managed IT services operation comes down to people. That is right — recruiting, hiring and developing the right people for the right job can make or break your success in managed IT. Identify Who You Need Depending on your dealership’s size, as you first get your managed IT services initiative under way, you might have employees wearing multiple hats. But ideally, as your business grows, you will want to fill these key positions to increase your odds of success: n Leader — Because this is a major initiative, having a leader at the top who will plan and drive the offering will be crucial to your managed IT services’ success. n Salesperson — You will need the right solutions salesperson who can engage with customers, consult with them and sell the solutions. n Sales Engineer — This person understands technology and designs the solutions that meet the business needs of your customers. n On-Site Technician — Quality technical support employees can provide your customers with on-site technical assistance when issues cannot be resolved remotely. n Help Desk — You will also need remote technical expertise (you can develop your own help desk or this remote expertise can be outsourced to a third party). n Virtual Chief Information Officer (VCIO) — This person is charged with creating a technology road map for each customer. Beyond technical expertise, the VCIO performs

quarterly reviews to ensure customers are taking full advantage of the technology available to help their businesses grow.

These roles and their necessary characteristics may be new to your organization. In almost every role, the ability to relate to people and talk about technology in business terms is critical. I will be frank: This combination of traits is not easy to find.

For example, salespeople must effectively engage different influencers in the customer’s business and be able to ask thoughtful questions to identify ways technology can positively impact business results. They should also be capable of working with the challenges of a longer sales cycle and be willing to take a team approach to the sales process. Many traditional copier/MFP salespeople are product-focused and are used to a shorter sales cycle. Trying to switch them over to selling managed IT may limit their — and your — success. There are tools and processes available for understanding if your current personnel will be able to make the transition or if you are better off hiring new people for the roles necessary in your managed IT services business.

And while you may not be hiring a person to fill the leadership role (since it is likely you), it is vital that you understand how important your leadership commitment is to your managed IT services’ ongoing success. If your organization is

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larger, you may be able to economically to understand whether a person really justify all of the key resources and focus has the knowledge, skills and behaviors When it comes to your efforts as CEO and champion of needed for the position. There are difstrategizing about your managed IT services initiative. Emferent components to a solid interview your recruitment barking on a significant initiative such approach. It is also important to apply efforts, you need to as this requires you to be a focused and a consistent method to your interview consider engaging committed leader. You have likely heard process. A good interview approach will it before: Do not think of this as adding have different interviewers and differcandidates through a new product line. It is an entirely new ent assessment methods, including bea variety of channels. business. Getting into managed IT will havior-based interviewing, assessments just not work without your leadership and reference checks. and perseverance to remove obstacles for your employees.

As an example, the assessment tool you use should gauge So how do you begin to build your high-performance man- prospective or current employees against the success proaged IT team? We recommend you follow a consistent re- file for each position. Interview questions should be decruiting and hiring process to increase the likelihood of suc- veloped to find out if the candidate is compatible with the cessful hiring. Just like you have a sales process to ensure you attributes known for success in the role. Because an IT ofare effectively executing at each stage of the sales cycle, we fering requires a diverse set of skills, it will be important to recommend you implement a consistent process for hiring. have members of your interview team who can assess for things like proactive problem-solving abilities, strong comWhat Success Looks Like mitment to customer service, depth of understanding on To start, you want to be absolutely clear of the knowl- technical concepts, and the ability to effectively talk with edge, skills and attributes top performers have in each po- influencers in customer organizations who have varying desition. From MPS and managed IT services, to traditional grees of technical ability and understanding. It is unlikely copier/MFP models, GreatAmerica, through its PathShare that one person in your organization has the ability to inHR Services, has profiled the success traits required for a terview for all of this knowledge and these skills, so you will number of positions. Having these “success profiles” helps want to carefully select your interview team. a dealer zero in on the traits candidates need to possess for Finally, ensure that everyone who conducted an interthe best results. In addition, identifying the values that fit view agrees that the selected candidate is the right person within the culture of your organization is crucial to con- for the role. If he (or she) is not, keep looking. tinuing to build your company’s reputation. These should be documented in a job description or success profile. This It is Not Just the Money information influences every other part of the hiring procAfter the interview is complete and a candidate is choess. Identifying the key roles is just the start. Recruiting and sen, I suggest putting together an offer that focuses on cahiring the right people to fill those roles is the challenging reer needs and how they will be fulfilled by your company. part. It seems simple, but it is not easy.

If you want a long-term employee, it is important that the offer is a win-win for both the candidate and your dealerRecruiting Top Performers ship. Beyond that, you will obviously want to ensure your Next, you need to find candidates. When it comes to offer is competitive. These individuals are in high demand strategizing about your recruitment efforts, you need to from a variety of different industries, so a good financial ofconsider engaging candidates through a variety of channels. fer is critical.

This includes sources such as referrals, networking, specialized recruiting sites, etc. When we at PathShare HR Services Continuing the Good Work help our dealers with recruitment efforts, we also lay out the One aspect that tends to get less attention in the hiring pros and cons of each channel and help dealers find recruit- process is onboarding. Many hiring managers get the offer ment solutions that fit their budgets and timing parameters. acceptance and go back to their normal day-to-day tasks, For the primarily technical positions, there may be specific not thinking twice about the person they just hired until he technical online job boards or technical job recruiters to ap- walks in the door on his first day. Whether the person is an proach that may be more effective for your search. addition to your managed IT team or otherwise, consider putting an onboarding plan together to maximize the new A Solid Interview Process hire’s performance. It is important to manage the time beThe interview stage in the hiring process is implemented tween when a candidate accepts your offer and his first day 24 | ­w w w. o f f i c e t e c h n o l ogymag.com | November 2012

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plan is no different. After all, despite the lure and excitement of the technology, it Statistics show that really does come down to the people.  hiring the wrong Sally Brause is the director of human employee can cost a resources consulting for PathShare HR company an average of Services, a GreatAmerica offering. Her three times his salary. areas of expertise are attracting, motivating and developing top talent.

That equates to She has been sharing this expertise with thousands of dollars ... office technology dealers during the past Increase Profits, Hire Effectively five years. She is certified as a Senior Statistics show that hiring the wrong Professional in Human Resources (SPHR) and has been employee can cost a company an average of three times his certified as a Compensation Professional through World at salary. That equates to thousands of dollars and countless Work. Brause has a master’s degree in organizational hours of frustration. You do not have to learn the hard way; leadership and participated in the Wharton there are resources available to dealers for putting in procSchool of Business’ Leading Organizational esses and utilizing tools to increase hiring effectiveness.

Change program. From MPS and MITS, Your managed IT services business will be more successto traditional copier/MFP models, ful if you hire the right people for the right jobs. When done PathShare HR Services has profiled the effectively, you will see improved productivity and morale characteristics required for success. with less workplace disruption and stress. A successful busiVisit www.greatamerica.com/pathshare. ness must “plan its work” and “work its plan.” Your hiring of employment. You must find and create ways to help the new hire affiliate with your company prior to his start date.

When the new hire begins, make sure to have a well-thought-out onboarding plan that includes daily, weekly and monthly goals, as well as future goals, to maximize his development potential.

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

Dealer Members All Service, Charlestown, NH Berks Copy Tech, Bethel, PA Business Solutions Group, Cedar Rapids, IA Ink Dog, Drexel Hill, PA Service Associate Member First Call Office Products, Gaithersburg, MD For full contact information of these new members, visit www.bta.org.

BTA Insurance Services BTA members have the opportunity to enroll in a number of insurance programs that are specialized to fit the needs of business equipment/networking resellers. The programs encompass a variety of coverage including health, business, disability, executive life, cancer programs, workers’ compensation, retirement and Section 125 plans. For health, group life, dental and vision plans, BTA’s Insurance Brokerage Service through Mass Marketing Insurance Consultants Inc. (MMIC) can provide a free, no-obligation quote. Members can also obtain a free discount pharmacy card to receive 10 to 60 percent discounts on prescription medications. For property, business personal property, commercial liability, automobile fleets, false pretense, workers’ compensation and equipment insurance plans, members can call Sentry Insurance to request a quote. Visit www.bta. org/Insurance for additional information.

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 or Service Associate members in this space.

BTA Vendor Associate member Frontier Imaging Inc., founded in 1999, is a leading distributor of OEM and compatible copier, fax and printer parts and supplies in the United States and internationally. The company sells to a comprehensive network of distributors, wholesalers and dealers, including independent service providers. Frontier Imaging carries more than 10,000 OEM and compatible products for most of the major OEM brands, and orders can be shipped the same day via UPS or trucking, as desired. Whatever your needs, Frontier Imaging offers one-stop-shop convenience with quick fulfillment of your orders. www.frontierimaging.com BTA Service Associate member Melissa Whitaker International (MWI) offers comprehensive consulting, training, coaching and rigorous analytics to help executives and their teams achieve alignment and drive profitable sales. Offerings include sales and management training through MWI’s Sales Training & Leadership courses, which cover everything from fundamental sales competency to mastery of leadership techniques. MWI also offers one-on-one and team consulting, and provides business development guidance and expertise to owners. www.melissawhitakerintl.com A full list of BTA Vendor and Service Associate members can be found online at www.bta.org.

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COURTS & CAPITOLS

Business Plans Do you know where you are going? by: Robert C. Goldberg, General Counsel for the Business Technology Association

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aving raised three sons to adulthood, I often find myself reflecting on the past. Whenever one was leaving the house, I vividly recall inquiring, “Where are you going?” The responses sometimes were very specific, but more often than not, they were vague. “I am going ... to a friend’s,” “ ... to play ball” or “ ... to the library.” Some replies were more credible than others, but often the boys did not know where they were going and neither did I. I see the same phenomenon in our industry today.

The BTA Legal Hotline allows me to speak with BTA members on a daily basis. There usually is a specific problem, but at some point, there is a general discussion of business. There are many questions and complaints regarding the state of the industry: “How do I transition from equipment and service to managed services?” “What is the best compensation system for services salespeople?” “Should I take on a second or third line?” “Direct operations receive better pricing.” I could go on and on.

Although the concerns are real, often there are no plans to address them. Many dealers do not know “where they are going.” Now, more than ever, it is essential to develop a one-, fiveand 10-year business plan. This is not a thought process to merely keep in mind, but a written document that outlines the future of your business. It is not written in ink, but in pencil, as changes are inevitable. It is an opportunity to gather the key individuals in your business and discuss their views as well.

At BTA’s recent Grand Slam event in Rye Brook, N.Y., hosted

by BTA East, one of the most talked-about topics was managed services. I spoke with many dealers and suppliers regarding their views of managed services and found the definitions varied greatly. Some think it is merely a fad and will not be around long. They pointed out that the trend began with managed print services and has now expanded into full network support products. Certainly these varied managed services do not meet every end-user need, but they are offerings you will face in the marketplace. Do you take them on? Do you educate yourself on how to sell against them? Do you continue to sell equipment and support, and assume the other things will just go away?

Whatever decisions you need to address, a business plan

focuses the challenges and guides your reactions. If a question arises regarding managed services, your business plan should have the answer as to how your business will address it. If the plan indicates a transition to a services-based business, then a corresponding financial plan must be included for the transition since your revenue base changes as well.

Share the plan with your banker if you require financing. The change from an equipment/ maintenance model to a services model will impact your cash flow. Sharing your business plan will help convince the bank that your plan is solid.

Your business plan can set short- and long-term goals. Perhaps your plan is to establish a help desk and offer support for the new technologies.

How many employees will be necessary to staff the help desk?

Where will the individuals be trained? What hours does your help desk need to be available? Do the helpers need to come to the office or can they work from home, thus expanding the base of potential employees? Can other dealers sell your help desk to their customers? What measures and milestones need to be established to evaluate the success of your plan?

If your major supplier were to cease operations tomorrow due to financial losses in other areas of its business, what is your plan? Have you taken on another copier/MFP line? Have you prepared communications to your customer base assuring them of continued support and products? Do you have established responses to the concerns raised by your competitors? A business plan can help you through these issues by establishing the future course for your business. It is critical to have time to formulate the direction of your business and not merely react to emergencies.

The office technology industry is transforming very quickly. I am certain that many of the new products shown at BTA district events have already been replaced by others. A successful dealer cannot ignore the changes and must have a plan. “Where are you going?” can be answered with solid planning and education opportunities available from BTA. n Robert C. Goldberg is general counsel for the Business Technology Association.

He can be reached at robert.goldberg@sfnr.com. www.officetechnologymag.com | N o v e m b e r 2 0 1 2 | 27

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PRINCIPAL ISSUES

Our Shared Passion It was evident at the recent BTA East-hosted event by: Tim Seeley Jr., Seeley Office Systems

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am currently the vice president of re-manufactured products), parts sales for my family business, Seeley wholesalers (the majority for manOffice Systems, located in Glens aged print services [MPS] solutions) Falls, N.Y. Thirty-one years ago, my faand leasing companies, all offering ther and mother met while selling for their latest MPS programs. The mesXerox Corp. She was assigned to him sage here, I believe, is that MPS comas a production specialist. I believe manded the room. I learned that each their sales manager was likely playsection of this country is progressing ing Cupid while increasing revenue in MPS at a different speed and style. through their partnership. (I had the This is interesting, as it represents the privilege to meet that sales manager; I importance and influence a region has once asked him for help on a new radio Contributing writer Tim Seeley Jr. (center, in on its business philosophy and growth. advertisement I was working on. I fig- light shirt) listens intently during one of the I am approaching the best and most ured, “What better resource than the educational sessions at the recent Grand Slam influential years of my sales career and person responsible for the beginnings event, hosted by BTA East.

I strive to grow my family business of our family business?”) while remaining focused on a healthy, sustainable future. I will To me, it feels natural to love the office technology indus- gladly continue to attend events like Grand Slam and complete try. I have grown up around it and, from a young age, have training programs that will aid in this growth. been fortunate to watch the industry evolve. However, while Upon completing a training course I once attended, preattending the recent BTA East-hosted event (Grand Slam, sented by Larry Coco of Coco Training & Consulting Inc., it Oct. 2-3, Rye Brook, N.Y.), I was reminded that there are many became clear to me that my “value statement” is everything. people who share the same passion. It is very encouraging to (I highly recommend Larry; his passion alone will inspire you be around people in this industry who are passionate, inspir- to be a better person and sales consultant.) Once the first aping and taking risks based on the love of what they do. pointment is made and the sales process progresses to the In addition to other BTA members, I was able to meet and presentation of innovative solutions, it is my value statement spend time with a couple of BTA staff members at the event. I that is the reason my customers choose to do business with was impressed by their dedication and, most of all, the enthu- me and my company. siasm they have for our industry.

I declare to my industry peers: We must focus our attenThe speakers at the BTA East-hosted event demonstrated tion on these fundamentals of our industry, rather then brush the passion that is required to excite others in the industry. I over them on the path to solutions and price. We must get was particularly interested in hearing the keynote presenta- back to these fundamentals — the ABCs of the sales process. tion by Norihiko Ina, president and CEO of KYOCERA DocuI was reminded over the course of the BTA East-hosted ment Solutions America Inc. I have always understood the event that offering my absolute best effort, with passion, benefit of interacting with the top performers in this indus- while upholding my word to customers, is at the heart of our try. The knowledge and experience they possess are integral family business. Of course, there are a great number of other to the future of this industry. As a part of that future, lead- dealers who would say the same; they gladly do whatever it ers like Mr. Ina represent what I strive to be in my career — takes and truly love each day as members of this industry. knowledgeable, passionate and inspiring.

Let us remind our local RFP decision makers that it is the The Grand Slam event presented many ideas and concepts passion that we, as independent dealers have, that makes us that were shared by the various speakers, who are successful in the best choice as their source of office technology. n their specific roles in our industry. Similarly, the exhibitor taTim Seeley Jr. is vice president of sales at Seeley Office Systems, bles represented a great volume of the knowledge and informaa Konica Minolta and Muratec-authorized dealership, tion that exists in the industry. The room was brimming with located in Glens Falls, N.Y. He can be reached at private-label toner companies (great news for the quality of tseeleyjr@seeleyoffice.com. Visit www.seeleyoffice.com.

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Selling solutions

Allocating Time It will help sales reps better manage activities by: Tibor Shanto, Renbor Sales Solutions

A

fter a long career in sales, working for and with some highly successful professionals, it is difficult not to reach the conclusion that those who master sales really master two key things: (1) Being proactive rather than reactive; and (2) Taking control of activities and use of time.

It can be argued that if you do not manage your activities within the time allotted, you cannot truly be proactive, because it is the luxury of time that allows you to be proactive.

Reactive behavior is a clear sign that someone has run out of time to do things in a planned way, and is now trying to just get things done on time.

This is not about time management. I always liked the saying that you cannot manage time; it already comes in cartons of 24 hours, with each hour containing 60 minutes. It is more about time allocation, rather than managing time. We need to get good at allocating time in the right proportions to the right things or, better yet, the right priorities.

Inherent in that statement is that we actually do prioritize, not just in order of importance, but in the time allowed/ allocated. Some do a great job of preparing their to-do lists and actually complete the many tasks on their lists. Some do a great job of long-term planning and have a road map to accomplish their goals or objectives. Where some fail is taking these two elements and translating them to their daily diaries in a way that allows them to maximize their results.

Looking at it from the long-term perspective, it is important to understand how much of one’s time should be allocated to each task. This is measured not on a day-by-day basis, but over the length of a typical sales cycle.

Let’s use a sales rep with a defined territory as an example.

He (or she) is responsible for both managing and growing his existing base; we will call that account management. He also needs to grow net new business via new accounts in his territory, which means he has to focus on all aspects of prospecting and selling.

Let’s simplify prospecting to developing leads, managing leads, and the effort and act of reaching out to and engaging new prospects. We will simplify selling by saying it includes the point from which the sales rep engages with a prospect to when he closes or loses the opportunity. Then there are all the other fun things the rep has to do that we will roll up into a neat little thing called “administration.”

A sales rep should have a sense as to what percentage of his time he should spend on each activity. For example (and,

really, this is an example, not a recommendation): administration, 12 percent; account management, 31 percent; selling, 36 percent; and prospecting, 21 percent. Again, some reps are extremely good at doing this type of planning; they have nice pie charts at their desks to inspire and keep them on track.

This exercise should be done no more than twice a year — at the start of the year and mid-way through. The only reason to do it more often would be that the sales rep’s numbers are not where they should be. Time after time, we see that the root cause of this is misallocation of time and activities.

In addition to the big picture, it is also important that sales reps manage their daily and weekly diaries. This means cascading the same percentage of time identified in the big picture down to daily and weekly activities. Too many times, the detailed weekly calendar does not reflect the proper time needed to achieve a goal.

For example, the rep may have established that he needs to allocate 31 percent of his time to account management but, in practice, it is taking up 40 percent of his time. This means that one of his other must-do tasks is not getting the right amount of time and is perhaps suffering as a result. Unless the extra time dedicated to account management is delivering superior results/numbers, he is going to fall short of his goal. www.officetechnologymag.co m | N o v e m b e r 2 0 1 2 | 29

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One sad reality is that most often, the building block of sales success. n task that ends up being shortchanged is Again, if a rep does Tibor Shanto is principal at Renbor Sales the one that we either like least or are not Solutions Inc. He is a recognized speaker, allocate time to saving the strongest at. Often this is prospecting, sought-after trainer and author of the an account or closing which has a direct impact on the pipeline award-winning book, “Shift!: Harness a big deal, and it puts and long-term results. I often hear sales reps The Trigger Events That Turn Prospects him well over plan, fine. rationalize this by saying that they were doInto Customers.” Shanto is the director of ing something important, like saving an If not, then he could and a contributor to the Sales Bloggers account or driving a big deal. But the end Union and his work has appeared in be in trouble ... result is a thin or weak pipeline. Again, if a numerous sales publications and rep does allocate time to saving an account websites. You can read his blog, or closing a big deal, and it puts him well over plan, fine. If not, The Pipeline, which has material added three times then he could be in trouble — not because he cannot sell well, a week, at www.sellbetter.ca/blog. but because he misused his time. More specifically, he deviated Follow Shanto on Twitter @Renbor. from a solid plan without a good reason.

For a broader discussion of sales and time, It is important that sales reps allocate their time in the download the e-book, “Sales Happen In Time” proper proportions, and then manage their behavior and acat www.bit.ly/sales-time. tivities to meet those allocations. Time is difficult to manHe can be reached at age, but managing our activities in proper proportions is a info@sellbetter.ca or (416) 822-7781.

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