September 2008 Office Technology

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CONTENTS Volume 15 No. 3 G

FEATURE ARTICLES 10

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Professional Services Setting your dealership apart from the competition

COURTS & CAPITOLS Non-Disclosure Agreements Will they protect your confidential information?

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by Brent Hoskins Office Technology Magazine

by Robert C. Goldberg BTA General Counsel

“Stop just ‘selling boxes.’” Many dealers in the office technology industry may be tired of hearing the admonition, especially since it may seem a bit counter-intuitive. After all, the MFP factories in Japan and elsewhere do manufacture “boxes.”

Perhaps, more specifically, the advice should be: “Seek new, more lucrative means to the same end (selling MFPs and capturing clicks) while locking in more customers and setting your dealership apart from competitors in order to ensure its ongoing success.”

Agreements to restrict the disclosure of certain types of information — often called confidential disclosure agreements (CDAs) or nondisclosure agreements (NDAs) — have become common in business.

SELLING SOLUTIONS One on One A weekly meeting with each rep is important

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by Jim Kahrs PPMC Inc.

Captain Your Ship Navigating the stormy seas in a tough economy

Do you wish you could get better consistency from your sales team members? Do you think they could work harder or smarter? If you have answered “yes” to either of these questions, you are not alone.

by Jake G. Wang IDC

The economy has slowed definitively, credit markets are tight, the rate of inflation is increasing, hardware vendors are acquiring more of the dealer channel and competition is growing. All of these things are making dealers’ lives more difficult and developing and maintaining differentiation in a crowded market is increasingly fleeting. How can dealerships maintain and grow their market share?

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The Software Arena Choosing & providing the right solutions

Key Account Opportunities Look at competitive factors & the investment decision

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by Tom Kramer CATALYST Performance Learning

In last month’s article, I noted that there are four key areas that, when taken together, give you a conceptual framework to assess your key account opportunities. In this article, we will look at competitive factors and the investment decision.

DEPARTMENTS

By Ben Russert ProSource

While the role of the copier/MFP dealer has evolved into a more comprehensive and customerfocused document solutions provider, so, too, has the need for technical expertise and support beyond the box sales of printers and copier/MFPs. The shift to new services includes adopting and understanding new technologies, including software that integrates and automates document management.

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Business Technology Association G

October/November Education Calendar BTA Membership Application G 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

Monthly Webinars Free To Members ave you taken advantage of the Business Technolog y Association’s monthly “Building My Business” Webinar Series? If not, I encourage you to do so. It is an af fordable, easy way to hear from the industry’s leading presenters — affordable because it is free to BTA members (the only expense is the cost of the phone call) and easy because there is no travel involved.

To date, the association has hosted eight one-hour webinars, collectively drawing more than 300 attendees. To pre-register, simply visit www.bta.org and click on “Education & Certification” on the home page.

Th en click on “ Bui l din g My Busin e ss Webinar Series.” Once your BTA membership is verified, you will receive a final registration e-mail providing you with a dial-in number and the GoToWebinar link.

Here’s a look at the next three “Building My Business” webinars: I “Do You Know Your Numbers?” (4 p.m.

EST, Monday, Sept. 22), to be presented by John Hey of Strategic Business Associates.

This webinar will highlight the basics of the Hanson/Hey Model, its validity as a management tool, how business owners and their managers use it and some of the key strategies to increasing operating income. John began his career with the former DC Hey Co. in 1973 as vice president of sales. In 1985, he became president and owner. During the next 12 years, the company grew from $5 million to $150 million in revenue and from 50 employees to more than 700. He sold the company to Alco Standard Co. (IKON) in 1988.

I “The Integrated Advertising Platform”

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(4 p.m. EST, Thursday, Oct. 23), to be presented by Wes Phillips and Ian Crockett of Orange Label Art + Advertising ( formerly Hunter Barth Advertising). This webinar will share a unique approach to developing your dealership’s core marketing message and creating an easy-to-administer integrated advertising platform. Wes joined the agency in 1983 as controller and became CEO in 1995. Ian, who serves as president of the agency, has been affiliated with the office technology industry since 1984. For many years, they have worked to create marketing and sales programs for clients that are strongly tied to an integrated advertising platform.

I “A Business Model for Professional Services” (4 p.m. EST, Tuesday, Nov. 11), to be presented by Mitch Morgan of CEO Focus. This webinar will address the many questions dealers are asking about the professional services business and the eight critical factors for success in this growing revenue category. Mitch was founder of the Connectivity Dealer Program from NIA (a BTA Alliance) in 1991. After selling NIA to IKON Office Solutions in 1996, he led the company’s Technology Services Division, representing 35 acquisitions of network integration businesses. He later formed IKON’s Professional Ser vices Division. Today, through CEO Focus, he leads the Professional Services Roundtable, whose members represent leading independent MFP dealerships that are successfully implementing a business model for professional services.

Sound interesting? Then pre-register online today and join the many other dealers who have taken advantage of this valuable BTA member benefit. I — Brent Hoskins

Executive Director/BTA Editor/Office Technology Brent Hoskins brent@bta.org (816) 303-4040 Associate Editor Elizabeth Marvel elizabeth@bta.org (816) 303-4060 Contributing Writers Robert C. Goldberg, General Counsel Business Technology Association Jim Kahrs, Prosperity Plus Management Consulting Inc. www.prosperityplus.com Tom Kramer, CATALYST Performance Learning www.catalyst2performance.com Ben Russert, ProSource www.totalprosource.com Jake G. Wang, IDC www.idc.com

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Business Technology Association 12411 Wornall Road Kansas City, MO 64145 (816) 941-3100 www.bta.org Member Services: (800) 505-2821 BTA Legal Hotline: (800) 869-6688 Valerie Briseno Membership & Marketing Manager valerie@bta.org Mary Hopkins Database Administrator mary@bta.org Teresa Leerar Bookkeeper teresa@bta.org Brian Smith Membership Sales Representative brian@bta.org ©2008 by the Business Technology Association. All Rights Reserved. No part of this publication may be reproduced by any means without the written permission of the publisher. Every effort is made to ensure the accuracy of published material.

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

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BTA PRESIDENT’S MESSAGE ®

BTA Southeast Event Set For Oct. 24-25 t’s in a beautiful area on the North Carolina side of the Great Smoky Mountains.

The venue is ver y inviting, far from the hustle and bustle of our busy lives. And , without a doubt, the agenda will provide attendees with insight and guidance that will help them further boost their dealership’s bottom line. Scheduled for Oct. 24-25 at the Waynesville Country Club Inn in Waynesville, N.C., the BTA Southeast “Fall Colors Conference” is an event you will not want to miss.

It has been my privilege to attend this annual district conference several times in the past. I always welcome the opportunity to catch up with my dealer friends in the Southeast and learn from the various speakers. The district’s leadership does a tremendous job of making this a very enjoyable, worthwhile event. It is no wonder that it has been such a success for so many years.

The conference begins with an opening reception from 6 p.m. to 9 p.m. on Friday, Oct. 24. The next morning, from 8 a.m. to noon, there will be three education sessions.

Following an afternoon break to allow attendees to enjoy the sights of the Waynesville area, the BTA Southeast district will host a cocktail reception and dinner. The exhibiting sponsors for the conference are Color Imaging, ECi, Lexmark, LEAF Dealer Solutions, Muratec America, MWA Intelligence and Tech Data.

This year, the district has invited me to be on the agenda as well. Specifically, during a luncheon following the Saturday education sessions, I will lead an informal discussion about industr y trends and

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answer any questions attendees have about the association or, among other topics, a dealership’s service operation, based on my many years of experience in this area.

Here’s a look at the conference’s education session line-up: I “Exceptional Customer Service,” presented by Lisbeth Ann Marin, a self-made entrepreneur who has more than 25 years of self-employment and business management experience.

I “Driving Service Margins Above 52 Percent,” presented by Jerry Newberry, president of BEI Pros. He has more than 24 years of industry experience, the last 10 years with Global Imaging Systems as a corporate officer and national vice president of service.

I “What the CEO Must Know to Raise Sales Performance,” presented by Karl Graf, CEO of TrustPoint Management Group. He specializes in executive sales consulting and sales productivity training.

General registration for the conference is $159 and $129 for the second attendee from the same company. For more information or to register, visit www.btasoutheast.org or call (800) 234-8996.

Finally, as a frontrunner to the conference, the “BTA Sales Management Workshop” will be held Oct. 23-24. Led by Tom Callinan and David Ramos of Strategy Development, the workshop is designed to provide dealership principals and sales managers the tools they need to take their dealerships’ sales success to new heights.

BTA Sales Management attendees will receive free General Registration to the Fall Colors Conference. For more information or to register, visit www.bta.org or call (800) 843-5059. I — Ronelle Ingram

2008-2009 Board of Directors President Ronelle Ingram Steven Enterprises Inc. 17952 Sky Park Circle Ste. E Irvine, CA 92614 ronellei@msn.com President-Elect Bill James WJS Enterprises Inc. 3315 Ridgelake Drive Metairie, LA 70002 bjames@wjsenterprises.com Vice President Rock Janecek Burtronics Business Systems Inc. 216 S. Arrowhead Ave. P.O. Box 1170 San Bernardino, CA 92408 rjanecek@burtronics.com BTA East Tom Ouellette Budget Document Technology 251 Goddard Road P.O. Box 2322 Lewiston, ME 04240 touellette@bdtme.com BTA Mid-America Mike Blake Corporate Business Systems LLC 6300 Monona Drive Madison, WI 53716 mblake@corpbussystems.com BTA Southeast Bob Smith Copiers Plus Inc. 408 Chicago Drive Fayetteville, NC 28306 bobsmith@copiers-plus.com BTA West Greg Valen Hawaii Business Equipment Inc. Toshiba Business Solutions - Hawaii 590-A Paiea St. Honolulu, HI 96819 gregory.valen@tabs.toshiba.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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Professional Services Setting your dealership apart from the competition by: Brent Hoskins, Office Technology Magazine

top just ‘selling boxes.’” Many dealers in the office technology industry may be tired of hearing the admonition, especially since it may seem a bit counter-intuitive. After all, the MFP factories in Japan and elsewhere do manufacture “boxes.” Perhaps, more specifically, the advice should be: “Seek new, more lucrative means to the same end (selling MFPs and capturing clicks) while locking in more customers and setting your dealership apart from competitors in order to ensure its ongoing success.”

Of course, many dealerships have already moved their focus away from always “just selling boxes.” Instead, they are also pursuing new ways to win and keep customers, capturing more clicks. Increasingly, this includes a professional services strategy.

What are professional services? Generally speaking, they are chargeable, often knowledge- and support-based offerings such as: document-related software implementation and customization (i.e., document management, variable data printing solutions, etc.); ongoing software maintenance; managed print services; custom scope-of-work deliverables; post-sale support; and consulting and assessment services.

Why is it important for dealers to pursue such services?

“The risks of not doing so are pretty apparent,” says Mitch Morgan, former vice president of professional services for IKON Office Solutions and now president of Professional Services Roundtable, a dealer peer collaboration consultancy through CEO Focus (www.ceofocus.com). “The risk is being non-competitive in the market compared to other traditional competitors that are now moving forward in this area.”

In addition, says Morgan, the dealer who opts not to offer professional services is jeopardizing the value of his (or her) dealership. “Any buyer would have to look at what types of

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things they would need to do in order to make sure the business is viable on a goforward basis,” he says. “So, there is a risk in terms of the actual value of the business going forward.”

Tom Callinan, president of Strategy Development, a sales management consultancy (www.strategydevelopment.org.), and a former executive with IKON as well, offers an additional perspective on the reason to pursue a professional services strategy. “With a continued decrease in average unit selling prices of hardware and a year-over-year decrease in the quantity of units sold, if the dealership is going to grow, professional services is an area in which the dealership can grow profitably,” he says. “Moving into this area is offensive and defensive.”

If the strategy is increasingly important to a dealership’s long-term profitability and viability, are most dealerships, then, effectively offering professional services? It appears the answer is “no.”

“I don’t think there are very many dealerships — Toshiba or otherwise — that have a very effective professional services program,” says Bill Melo, vice president of national accounts, marketing and operations, for Toshiba America Business Solutions (TABS). “But I do think most dealers are aware of the professional services that go beyond what they’ve offered in the past. I think there is a high level of awareness right now. There are probably more dealers in a trial-and-error stage now than there were a year ago.”

Morgan shares a similar observation. “Nearly all dealerships have what most of them would call an IT group,” he says.

“And that IT group would serve a dual function — to manage the internal IT at the dealership and to do connectivity installs. So, most, if not all, of the dealerships that are out there have what I would call the seeds of professional services.

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They’ve got a group of folks to achieve. “However, the “...

Most, if not all, of the who are technical in nature roadmap to getting there is dealerships that are out who are used to dealing with very fuzzy to them,� he says. there have ... the seeds of the IT environment.� “So, having a vision of where Howe ver, w hile many you want to end up doesn’t professional services. dealerships with an IT group necessarily equate to makThey’ve got a group of do charge fees for connecing progress.� folks who are technical in tivity and a “stripped down�

What is the holdup? It nature who are used to help desk, “most of them appears that one of the culdealing with the IT environment.� have not really transitioned prits is the tendency to view — Mitch Morgan to what I call a ‘culture of a professional services stratCEO Focus chargeability,’� says Morgan. egy simply like the addition “So, I would say that the of another hardware prodmajority of dealerships have some of the elements — the uct. “I have had very successful dealership principals say to beginning point in place — but probably only about 30 to 40 me, ‘I don’t mind making the investment, I just need to know percent of the dealers I talk to have an actual professional what my return is going to be and when I can expect a services strategy.� return.’� says Morgan. “I think that is one of the big holdups.�

Morgan adds that a number of the dealers he talks to do Another holdup is the lack of a good plan, says Callinan. “In have a vision of the professional services endpoint they want fact, I would say that very few dealers who offer professional

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services have a well-thoughttion that is tied into the “...

Very few dealers ... out strategy,” he says. “It is sales cycle of an equipment have a well-thought-out often vendor driven. In other discussion, says Morgan. By strategy. The dealer ... words, the dealer goes to a the third year, he says, the vendor meeting and hears target revenue should be 17 hears something good something good about a softto 20 percent of equipment about a software vendor ... ware vendor that sells a parrevenues, and will involve The next thing you know, ticular product. The next more complex installations, the dealership is selling thing you know, the dealersuch as $15,000 to $50,000 that vendor’s product ...” ship is selling that vendor’s do cum ent mana gem ent — Tom Callinan product and there is no welldeals with $2,000 to $5,000 Strategy Development thought-out strategy.” ser vices fees associated What should a good stratwith the software. “By the egy or plan entail? “The plan needs to include qualitative ele- third year,” he says, “this becomes a meaningful revenue ments that relate to personnel, resources, activities and source once the business reaches maturity.” accountability,” says Morgan. “And it needs to include targets To help dealerships develop the ideal plan, Morgan shares for revenue growth — where the dealership is trying to take what he identifies as the “eight critical success factors for the business in year one and beyond. I recommend that the professional services.” They are as follows: Organization Structure — It is important to have the year-one target be 6 to 8 percent of equipment revenue.”

In that first year, the dealership may want to begin by pur- right person in the right job, with dedicated roles. There should suing a low- to medium-level document management solu- be appropriate headcount metrics to support the initiative.

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quotas are established to Accountability/Activ“...

Focus on something ensure appropriate focus ity — In many dealerships, that complements your and accountability. the professional services group operates without a Software Products/ dealership and your clear set of performance Services — There should be customer base and expectations, beginning with an appropriate mix of softbecome really good at it. activity and productivity ware-based products geared It is better to be really targets. A clearly defined set to inclusion with equipment good at one thing than to of exp ectations and th e placements and providing be mediocre at ten things.” measurement of activities an opportunity to grow with — Bill Melo and performance accountacustomer requirements.

Toshiba America Business Solutions bility are critical.

Service — Basic con Sales Int egration/ n e ctiv ity re sp onsi bi lity Inspection — Professional services specialists provide needs to be shifted to the service organization, freeing prosupport to sales and drive software-based solutions through fessional services resources to focus on software offerings. the traditional sales organization. Sales management pro Financial Reporting — Key metrics should include vides the needed inspection and focus. revenue, margin, contribution, headcount and productivity.

Compensation/Incentives — Incentives are provided Training and Development — Professional services to drive behavior toward value-added solutions. Attainable personnel have a responsibility to provide training and development to sales and service personnel to enhance knowledge of current and future software offerings.

“These eight critical success factors are the issues that dealers need to check off and build around in order to be sure they are successful in professional services,” says Morgan.

“The good thing about it is, generally speaking, if the transition is handled properly, it is an opportunity for incremental revenue with existing resources. Most companies that I work with do not have to add a lot of headcount to get to that first year billing level (6 to 8 percent of equipment revenue).”

Melo agrees with Morgan that developing a professional services strategy over time makes sense. He acknowledges that the number of relationships that Toshiba and other manufacturers have with third-party software companies can be overwhelming for dealers. “My advice is to focus on something that complements your dealership and your customer base and become really good at it,” he says. “It is better to be really good at one thing than to be mediocre at ten things. So, aim for and achieve small victories, and then build on those victories.”

Callinan offers similar advice. “Don’t start with the most sexy, technically advanced product offering out there, because it is going to have a very long sales cycle,” he says. “It’s going to be complicated from a process perspective to implement and you are probably going to experience a failure with it. Where, if you can build some success with easier-to-sell professional services, you will get comfortable with them and, eventually, you can get into those complex areas.”

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office technology dealerw ith th e abi lity to b e a “We provide dealers with a ships will also offer professingle-source technology complete business system sional services? “If that day provider, offering remote to market, sell and deliver has not arrived, it’s not in monitoring and per-minute the too distant future,” says help desk, network, desktop, managed IT services with Callinan. “So, dealers need security, online data backup more than 90 percent of to develop these competenand communications servcustomer issues resolved cies today.” ices. “ We provide dealers remotely. Our recurring Morgan concurs. “ The with a complete business revenue model has built-in loyalty ...” more we are dealing inside system to market, sell and — Mark Scott th e I T env ironm ent, th e deliver managed IT services The Utility Company more th e custom ers are with more than 90 percent expecting us to be able to of customer issues resolved offer some of these value-added services,” he says. “By the remotely,” says Mark Scott, president and founder. “Our way, they don’t mind paying for it.” recurring revenue model has built-in loyalty through exclu(As an alternative, dealers who are uncertain whether sivity and is a great alternative to the ‘do-itthey want to employ the personnel necessary to develop a yourself ’ approach.”) professional services strategy may want to consider The Brent Hoskins, executive director of the Utility Company [www.theutilitycompany.com], a managed Business Technology Association, IT services company that partners with office technology is editor of Office Technology magazine. dealerships. The franchise company provides dealerships He can be reached at brent@bta.org.

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Captain Your Ship Navigating the stormy seas in a tough economy by: Jake G. Wang, IDC

he economy has slowed definitively, credit markets are tight, the rate of inflation is increasing, hardware vendors are acquiring more of the dealer channel and competition is growing. All of these things are making dealers’ lives more difficult and developing and maintaining differentiation in a crowded market is increasingly fleeting. How can dealerships maintain and grow their market share when so many forces are poised against them?

When things get chaotic at sea, what does the captain of a ship do? He (or she) coolly and calmly surveys the landscape, identifies a heading and plots a course around obstacles to reach his goal. Today’s small- and medium-sized business owners must do the same. The goal, of course, is to maintain existing business and grow new business. In order to do so in a highly competitive and declining market, dealers must provide more value and better service than the competition. Even in stormy seas, a savvy captain can find an easier path to reach his destination. In today’s difficult market, that path is the development of a value-added relationship with your customer base.

In a services-led business model, customer expectations of high-quality products with rich features, competitive pricing and high reliability are a given. What distinguishes you from your competitors is the ability to provide added value to your customers, to know them better than anyone else and provide intelligent analysis, service and improvements to their environment.

In order to do this, information is required. You must have a deep and penetrating understanding of the customer’s environment. Information is power and the right information, interpreted correctly and in a timely manner, can provide you with the key to adding value. The greater your ability to improve your client’s document output envi-

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ronment, the greater your value will be to them and the less likely the client will switch to a new provider. More importantly, the more time a client spends working with you to understand his environment, the less incentive he has to work with someone else.

In software terms, this is often called “application stickiness” or “change cost.” In the document output world, the same analogy applies. How much stickiness have you developed with your client base?

IDC’s research indicates that the majority of end-users have no idea how much their document output costs are or how much volume they are printing or copying. In fact, customer perception of their output behavior is almost always inaccurate. If end-users do not know or have misconceptions of their document output, how can a vendor or service provider help? The answer is the key to gaining competitive advantage and in the current economic slowdown, it is absolutely critical to understand.

The first step to solving a problem is to identify what the problem is. In this case, the key is pages. Where are they printed and copied? On what types of devices? Where are color prints going? Are devices under- or over-utilized? Do legacy devices need to be removed and replaced with current technology? Are there business processes that could be automated, improved or removed? The first step in building value with a client is to be able to help them understand their environment.

The tools for assessing document output environments have improved vastly over the last five years, yet surprisingly, only 20 percent of the companies IDC surveyed had deployed any type of remote device or fleet management software. In an increasingly crowded sales market, a 20 percent penetration rate is surprising and indicates a very large available market for dealers who wish to help customers understand and improve

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process of getting the latest data and their document output environment.

In order to accurately software updates. New offerings such as IDC’s research on customer buying Facilities Manager from Print Audit use preferences indicates that more than 50 understand client a zero footprint installation model, percent of small- and medium-sized environments, you need allowing dealers to deploy scanning businesses and more than 60 percent of a software agent that remotely without expensive investments large business are interested in tools can perform document in hardware that need to be constantly that manage and track access and usage output assessment and updated and maintained. Software and of de vices. That i s over half of th e monitor ongoing activity. data updates are made in real time and market, yet only 20 percent of compareceived immediately by the dealer nies have installed software to monitor devices. That means more than one-third of companies deploying the services, ensuring that the latest features and today are interested in some type of device management models are available to the dealer as soon as they are publicly available. More importantly, the overall costs are lower and have yet to adopt any tools or services.

Case in point: When analyzing the drivers for why cus- as there are no up-front hardware investments. Licensing tomers are currently buying workgroup laser printers and fees are often lower due to cost savings for the service workgroup laser MFPs, IDC research indicates that device provider. In an ever-increasing competitive pricing environconsolidation is one of the least important reasons for pur- ment, every cent saved helps provide either additional chasing equipment. Customers who do not know what is margin or pricing flexibility.

One key concern that has been voiced for quite some time going on in their environments will not know if there is a regarding ASP models is data integrity and security. Securing problem that needs to be fixed.

In order to accurately understand client environments, client data is no longer optional for service providers. Compayou need a software agent that can perform document nies like Salesforce.com have proven that the most sensitive output assessment and monitor ongoing activity. Remote customer information (sales leads, status, proposals, condevice management and f leet management software tracts and communication) can be stored online by a third providers such as Print Audit, FMAudit, Netaphor, Software party without fear of loss or distribution. Software providers Shelf, Equitrac, etc., have developed advanced device dis- know they must provide 100 percent secure data services or covery agents, data collection software, data repositories, face customer defection. The net benefit is positive for both reporting analytics and access controls that can be deployed parties, offering reduced costs and improved ease of software by dealers to gain a critical understanding of a customer envi- distribution for software providers and lowered licensing ronment. Traditionally, these software applications could be costs and faster updates for dealers.

Once you have gained a clear understanding of your licensed and hosted locally by dealers in order to maintain total control of all customer information. This model caters client’s environment, you can chart your course by identito the sensitive nature of customer information and concerns fying troubled waters. The investment of integrating your with client retention. However, it is a legacy model that software, expertise and time with your client’s environment enables higher data protection with increased management will result in the value add necessary to secure your business during difficult times. The goals of each customer will be difcosts, higher maintenance costs and increased complexity.

The future of remote device and fleet management soft- ferent, but in order for you to really help them, you must ware licensing is in an ASP (Application Service Provider) move beyond a casual sales relationship and become a conmodel. In many ways, the new model is merely an evolution of sultant. Only then will you embed yourself into your client’s existing processes similar to the move from selling hardware business process, securing your relationship and providing a to services. In today’s age of outsourcing in order to reduce lifeline in difficult times. costs, software as a service has proven itself in many other Jake G. Wang is responsible for research and data-sensitive functions, such as customer relationship manprogram development in the areas of usage of agement (CRM) and accounting. imaging and output devices, including printers The hardware and IT management required for a locally and copier/MFPs at market research firm IDC. hosted solution dramatically increases the maintenance and He can be reached at jgwang@idc.com. troubleshooting costs and delays and/or complicates the Visit www.idc.com w w w . o f f i c e t e c h n o l o g y m a g . c o m | S e p t e m b e r 2 0 0 8 | 19

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The Software Arena Choosing & providing the right solutions by: Ben Russert, ProSource

hile the role of the copier/MFP dealer has evolved into a more comprehensive and customer-focused document solutions provider, so, too, has the need for technical expertise and support beyond the box sales of printers and copier/MFPs. The shift to new services includes adopting and understanding new technologies, including software that integrates and automates document management.

Dealers today are faced with an overwhelming array of electronic document management software options and suppliers. The recommended approach is to judiciously select a handful of software partners and assume a level of expertise with their products.

As an industry leader in integrated document technologies serving southwest Ohio, northern Kentucky and eastern Indiana businesses for two decades, ProSource has thoroughly explored the software arena. In our efforts to be absolutely committed to customer success, ProSource has invested in building the software expertise needed to evaluate and fulfill most clients’ document solutions needs.

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Trusted Partners ProSource has chosen partnerships with software vendors Captaris, Objectif Lune, Equitrac and Prism Software. We have followed our own specific process in arriving at this mix of document solutions, beginning with an assessment of our customers, the local market and competition.

With a detailed survey, ProSource reviews software suppliers (and our clients’ needs) in terms of brand awareness, market share of products, channel programs and support.

To meet ProSource standards and deliver on our promise of the TotalPro Experience, products must be feature-rich and possess mindshare in the market space, as well as a 20 | w w w . o f f i c e t e c h n o l o g y m a g . c o m | S e p t e m b e r 2 0 0 8

channel program that supports the dealer and customers. An important vendor requirement is support after the sale.

The Key to Implementation Once the software is chosen, then the battery of technical training sessions necessar y to help ProSource engineers become experts with the new products begins. ProSource also recommends that the sales representatives and software sales engineers become Certified Document Imaging Architects and/or receive other high-level certifications to enable better product implementation.

Such supplemental training will assist engineers in grasping the business process and workflow unique to document and content management.

Additionally, this facilitates a transition to the “consulting” space.

Implementing these software products for the customer first requires sales representatives to seek out and uncover opportunities. ProSource solutions consultants then work with the sales representatives and customers to architect, scope and help sell the solution. In the case of ProSource, this creates the advantage of allowing 35 sales representatives to look for solutions opportunities, rather than just a handful of employees dedicated to document management.

Making it Work in TotalPro Style Gone are the days when the sales representatives tallied monthly sales numbers solely based on how many machines they sold. Now they must account for solution sales in their monthly sales forecasts as well. The ProSource model sets not only individual machine targets, but also solutions targets for each sales representative. Commissions are then based on attainment of those targets. Plus, they receive all commission for the sale of any solutions deal.

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The software selection process has Every dollar gained in solution sales typiThis new sales model proven beneficial for ProSource, as solucally results in ten times that amount in tion software has become a crucial machine sales. has demonstrated element in our TotalPro Experience Document software solutions must be to our customers that program and in our overall growth plan. included in every business discussion ProSource is able These services comprise optimal solugoing forward, because if we are not curto provide a single tions tailored to client needs that equally rently talking to our customers about source for their leverage both hardware and software how we can fulfill their needs in that document needs. solutions and are backed by dynamic arena, then our competitor probably is.

ProSource support teams and a 100ProSource has experienced steady busipercent customer satisfaction guarantee. This new sales ness growth and the consistent receipt of prestigious model has demonstrated to our customers that ProSource is industry awards as evidence that our methodical software able to provide a single source for their document needs. It selection and sales process is a sound success.

Ben Russert is president and owner of has also proven to be a very good business decision.

ProSource. Founded in 1985, the dealership In the past, machine sales gave ProSource just a portion of has offices in Cincinnati and Dayton, Ohio. our customers’ business, but in order to go “deep and wide” He can be reached at and to be the preferred single-source document solutions brussert@totalprosource.com. provider to our customers, ProSource has had to make this Visit www.totalprosource.com. migration to the complete document management model.

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COURTS & CAPITOLS

Non-Disclosure Agreements Will they protect your confidential information? by: Robert C. Goldberg, General Counsel for the Business Technology Association

greements to restrict the disclosure of certain types of information — often called confidential disclosure agreements (CDAs) or non-disclosure agreements (NDAs) — have become common in business. Even before companies begin discussing opportunities to enter into a business relationship, they generally execute some form of confidentiality agreement. However, confidentiality agreements often do not receive the attention they deserve. As a result, state and federal courts in the United States have been busy finding reasons not to enforce or to limit the enforcement of many such agreements.

Because NDAs tend to be viewed as boilerplate documents, many businesses simply find a generic agreement and stick with it, regardless of the particular circumstances. Form agreements may not be well drafted, which only serves to exacerbate the enforceability issue. There are countless factors that should be considered in preparing a confidentiality agreement to address the variables that exist in any business situation. However, business owners can start by focusing on several key questions.

What information is to be protected? Defining the information to be protected is fundamental to a well-crafted NDA and an area where many form agreements fall short. For example, some agreements specify a laundry list of information, regardless of whether such information is actually confidential (e.g. patents and trademarks are often included, but neither can be confidential). Other NDAs may simply include language specifying “information that is confidential and proprietary to the disclosing party,” which creates ambiguity in the interpretation of what is truly intended to be covered by the agreement. The latter approach could require that the information meet the definition of a trade secret, which might not be the case for the type of information disclosed and, therefore, could render the confidentiality agreement useless. By contrast, careful consideration of how confidential information is defined can go a long way toward improving enforceability.

Who is allowed access to the information? Many generic confidentiality agreements simply restrict disclosure to third parties. Some even allow disclosure to advisors and consultants who are assisting with the transaction. These limited restrictions may do little to protect a business in certain situations and may

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create an exception to what information is to be kept in confidence under the agreement. Therefore, it is important to consider the practical and legal consequences of all restrictive clauses.

Should the recipient of the information be able to disclose to all employees of the company or just those directly involved in the transaction at hand?

What about a third-party consultant? It may be easier to limit unauthorized disclosure when fewer people have access to the information. Third-party consultants, for example, may not have an obligation of confidentiality to the disclosing party just because of their relationship with the recipient of the information. In fact, disclosure to third parties without an obligation of confidentiality may place the information in the public domain, thus rendering the confidentiality agreement unenforceable. Many agreements specifically set forth the names of the individuals who may view the information.

How long is the information to be kept in confidence?

Businesses often overlook the term of a confidentiality agreement, but many courts focus on that detail in determining enforceability. A number of jurisdictions view agreements without a term limit as terminable at any time or terminable within a reasonable period of time based on the circumstances.

Because neither of these results may be desirable, business owners should carefully consider what term would be reasonable for the type of information being disclosed. For example, certain business data may only have a useful life of a year or two, while the formula for manufacturing a product may qualify as a trade secret and be protectible until such information is no longer considered a trade secret. While there is no single right answer for every type of information, setting appropriate term limits may equate to greater enforceability.

These questions only scratch the surface of the many issues that business owners should consider when crafting an effective and enforceable confidentiality agreement. If you are in need of an NDA, BTA members can obtain a template from which your specific requirements can be included.

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

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EDUCATION CALENDAR October 23

“The Integrated Advertising Platform” Free to BTA members, the October “Building My Business” webinar, “The Integrated Advertising Platform,” will be presented by Wes Phillips and Ian Crockett of Orange Label Art + Advertising. This webinar will share a unique approach to developing your dealership’s core marketing message and how to create an easy-to-administer integrated advertising platform.

23-24 BTA Sales Management Workshop

Waynesville, NC Taught by Tom Callinan and David Ramos of Strategy Development, this workshop will provide dealership principals and sales managers at all levels a framework and tools so they can develop their sales employees and drive new business and more “share of wallet” in current accounts.

Registrants will receive free Oct. 24-25 BTA Southeast District event General Registration.

24-25 “Fall Colors Conference”

Waynesville, NC Held in scenic Waynesville, N.C., the annual BTA Southeast “Fall Colors Conference” is designed for office technology dealership principals, managers and sales reps who are looking to further strengthen their dealerships. An opening reception will be held Friday evening. Saturday morning, three education sessions will be held. Attendees will also have the opportunity to attend an optional informal luncheon on Saturday featuring BTA President Ronelle Ingram.

Saturday afternoon, attendees are welcome to enjoy the sights of the beautiful Waynesville area before attending a cocktail reception and dinner. To register, visit www.btasoutheast.org.

November 11

“A Business Model for Professional Services” Free to BTA members, the November “Building My Business” webinar, “A Business Model for Professional Services,” will be presented by Mitch Morgan of CEO Focus. This webinar will address the many questions dealers are asking about professional services and Morgan will discuss the eight critical factors for professional services success.

19-20 BTA ProFinance

Las Vegas, NV BTA ProFinance instructors John Hanson and John Hey of Strategic Business Associates will help you understand the strategies required to become more client and employee focused — key strategies toward successfully growing your company, improving profitability and winning against the competition. ProFinance is designed for dealership owners and executive-level staff members who make the critical business decisions that impact their companies’ success.

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

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MEMBERSHIP APPLICATION PART I – COMPANY INFORMATION Company Name: Street Address: PO Box: City: State/Province: ZIP/Postal Code: Country: Phone: ( ) Fax: ( ) Web Address: Occasionally, BTA makes its member list available to companies who wish to present opportunities to our members.

Can BTA include your e-mail address in the online BTA Membership Directory? Yes No No. of locations (include parent):

No. of employees (include owners):

Year business was established:

Annual revenue: $

Contact Names: Principal Contact: Sales Contact: Service Contact:

Title: Title: Title:

E-mail Address: E-mail Address: E-mail Address:

Heard about BTA from/Referred by (name & company): Suppliers and vendors to BTA members may communicate with member dealers, indicating membership in and support of the association. Suppliers and vendors are prohibited from indicating or suggesting that BTA approves, supports, endorses or encourages its members to use the products or services being promoted or endorses the supplier or vendor of the product.

PART II – PRODUCT INFORMATION

Please indicate the products you sell or the services you provide (check all that apply):

OEM Authorizations: Equipment/Products: Audio/Video Presentation Equipment Bar Coding Equipment Binding Equipment/Supplies Cash Registers/Points of Sale Check Writing/Protection Equipment Computers/Accessories/Supplies Copiers (MFPs), B&W Accessories/Parts/Supplies Copiers (MFPs), Color Accessories/Parts/Supplies Duplicating Equipment/Parts/Supplies Facsimile Equipment/Parts/Supplies Filing Systems/Electronic Organizers Furniture Identification Systems/Labeling Equipment

Mailing/Shipping Equipment/Supplies Networking Products/Services OCR Scanners Office Supplies Paper Handling Equipment Phone Answering Equipment Power Protection Printers, B&W Accessories/Supplies Printers, Color Accessories/Supplies Recycled/Remanufactured Equipment/Supplies Security Equipment/Systems Shredders Software Development/Sales/Support Time Recording Equipment

Typewriters/Accessories/Supplies Other: Services: Circuit Board Repair Consulting Equipment Rental Financing/Leasing Insurance Internet Solutions Publishing Service/Repair Training/Education Other:

PART III – MEMBERSHIP Categories and Classifications Retail Dealer Memberships:

Vendor Associate Memberships

Service Associate Memberships

$430

1-10 Locations (1 year)

$1,500 Annual Sales up to $5 million

$500 Annual Sales up to $1 million

$795

1-10 Locations (2 years)

$2,000 Annual Sales $5-$10 million

$750 Annual Sales $1-$5 million

$885

11+ Locations (1 year)

$2,500 Annual Sales over $10 million

$950 Annual Sales over $5 million

PART IV – INVESTMENT

Dealers save with two-year membership!

Publications Associate Membership: $150 Select one: Payment Enclosed (Make check payable to Business Technology Association) MasterCard Visa American Express

Annual BTA Dues: $ Card Number:

Exp. Date:

Card Holder’s Name:

I hereby apply for membership in Business Technology Association: Signature:

Date:

Return to: Business Technology Association, 12411 Wornall Road, Kansas City, MO 64145 Phone: (800) 505-2821 Fax: (816) 941-4838 E-mail: membership@bta.org Join online at www.bta.org Membership dues must be submitted in U.S. funds. Dues paid to BTA do not qualify as a charitable tax deduction. Dues do qualify as a business expense.

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BTA HIGHLIGHTS The following new members joined BTA during the month of July:

Dealer Members Direct Office Solutions, Tempe, AZ Image One Corp., Oak Park, MI Insight Systems Exchange, Garden Grove, CA Metro Sales Inc., Minneapolis, MN One Stop Business Centers Inc., Burlington, MA Star Graphics Inc., Beaumont, TX Service Associate Members Soundview Business Solutions Inc., Northport, NY For full contact information of these new members, visit www.bta.org and click on “BTA Hotline Online” on the home page before Nov. 1.

BTA ProFinance BTA’s ProFinance instructors, John Hey and John Hanson of Strategic Business Associates, will teach you the financial terms and relationships that helped them make the decisions that grew D.C. Hey Co. from a $5 million to a $150 million business. In addition to helping you implement the Hanson/Hey Model in your company, they will help you understand the strategies required to become more client and employee focused — key strategies toward successfully growing your company, improving profitability and winning against the competition.

ProFinance is designed for owners and executive-level staff who make the critical business decisions that impact your company's success. To date there have been 422 BTA members who have attended ProFinance. To register, visit www.bta.org and click on “Education & Certification” and then “ProFinance.”

For the benefit of its dealer members, each month, BTA profiles two of its Vendor or Service Associate members in this space.

BTA Vendor Associate member Computhink provides best-in-class ECM/ document management solutions for secure information sharing and compliance, targeting small- and medium-sized organizations. The ViewWise Product line includes e-mail archiving solutions for Microsoft Exchange and Novell GroupWise. Founded in 1994, Computhink has thousands of worldwide customers in government, financial services, education, healthcare, manufacturing and utility organizations. For more information on Computhink and its products, go to www.computhink.com. www.computhink.com BTA Service Associate member Pyramid Screening Technology Inc. can provide a pipeline of qualified and well-screened applicants based on a dealership's specific criteria. The firm accomplishes this by using its proprietary search technology to mine the Internet for both passive and active applicants. It mines networking sites, search engines, user groups, forums, job board databanks (including postings to multiple job boards, such as Monster.com) and its proprietary national database of sales reps and service techs used exclusively for PyramidST customers. Applicants who emerge through the mining process complete an online questionnaire, which screens them in order to fit the dealership's criteria. www.pyramidst.com A full list of BTA Vendor and Service Associate members can be found online at www.bta.org.

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SELLING SOLUTIONS

One on One A weekly meeting with each rep is important by: Jim Kahrs, Prosperity Plus Management Consulting Inc.

o you wish you could get better consistency from your sales team members? Do you think they could work harder or smarter? Are their actual sales often well below their forecasts? If you have answered “yes” to any or all of these questions, you are not alone. So, how do you correct these issues?

One of the basic principles of the Hubbard Management System states: “Look, Don’t Listen.” Too often, dealer owners and sales managers do not take the time to meet with sales representatives to really “see” what they are doing. They simply listen to what the reps “say” they are doing. As a result, the reps do not get the coaching they need to improve or the direction they need to make the most of their time. The best strategy for truly looking at what your sales reps are doing is to have a weekly one-on-one meeting with each rep. This article is dedicated to outlining a plan for these one-on-one meetings.

The purpose for conducting a one-on-one meeting with each rep every week is to get an understanding of what he (or she) is doing, allow for coaching and direction, review his pending business, build strategies for closing deals and plan out the coming week. The sales rep should come to the meeting prepared to discuss his activities from the past week, his full pipeline of business and his plans for the coming week.

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Review of Last Week’s Activity The first reason for tracking and reviewing activity is to make sure that the rep is doing a viable amount of sales activity. Too often, sales reps do not have enough activity to survive. If they are not getting in front of enough prospects and customers, then they will never succeed, no matter how good they are. There is a make-or-break point here.

The second reason for tracking and reviewing activity is to use the results to redirect the sales rep’s attention and activities to produce more success. For example, if a sales rep gets poor results from telephone cold calls but tremendous results from in-person cold calls, you should be able to document and illustrate this from his reports. Once it is understood, you can direct him to increase his in-person cold-calling and/or get him additional telephone training to improve his telephone success rate.

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report with him showing his activities for the past week. This report should show the quantity of types of activity. The initial goal is to have each rep meeting or exceeding his activity quotas and documenting all activities.

Review the report for accuracy — The sales manager should go through the activity report and verify its accuracy by spot-checking it against the rep’s calendar. If the report and calendar do not match, you need to figure out why. Is the rep simply forgetting to put all activities on the calendar? Is he falsifying the report? Are there database sync problems? Once the inconsistency is diagnosed, it can be handled.

Analyze the activity and coach the rep — Simply reviewing the rep’s activity is not enough. The sales manager should be analyzing the activity to see if the rep is getting a good

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that the battle plan items were completed. balance of activity and if his ratios of If you commit to doing activity are acceptable. For example, if the Review the rep’s full forecast — team averages one appointment for every After reviewing the key deals and setting these meetings every 20 telemarketing calls and one rep needs up the basic battle plan for the week, the week, you will quickly 40 calls to get an appointment, the ratio is sales manager should briefly review the understand what is out of whack. The sales manager needs to rep’s full forecast. To do this, the manager being done in the sales dig in and find out why the rep is so far simply goes through the forecast and asks department and what behind the others and provide coaching questions about the deals listed to find out needs to be done. and training to improve. This holds true where things stand and to see if any help is for all activities. needed. The sales manager can often find Look for overdue and undone items on the calendar deals in the forecast that can be brought to the forefront and — One area where reps often struggle is keeping up with calls closed quickly. on their calendars. When reps schedule calls for themselves in the future, they often do not make the time to complete them. Review the Rep’s Plan for the Coming Week This can lead to a large backlog of incomplete calls. If a rep is Review the rep’s appointments for the coming week falling into this habit, the sales manager must pull them out. — The sales manager should look at the appointments for the Once a backlog of calls starts, it is very difficult to dig out of it. coming week. This will allow for a discussion and planning for There can be some great prospects buried in the backlogged each. This review also allows the manager to determine if calls that are being missed. If this happens, you have lost the other people may be needed for any of the appointments.

Review the rep’s prospecting plans for the coming true benefit of the CRM software. week — Reps will very often go into prospecting without a Review of the Weekly Sales Recap & Battle Plan well-thought-out plan. If the rep plans to do in-person cold Review the rep’s written business month to date — calling, find out where. Do not accept vague answers like a The first step of this section of the meeting is to have the rep town name. Ask for specifics — what street, what industrial review the business he has written and turned in already that park, etc. If the rep has plans for telemarketing, make sure he month. This is important, as it can really set the stage for the has a planned call list. rest of the meeting and the rest of the month.

Find out if the rep needs help with anything — Before Review the rep’s “Take it to the Bank” forecast — In concluding the meeting, the sales manager should ask the rep this section of the meeting, the sales manager is looking for if there is anything else he needs help with. It is pretty the sales rep to give a forecast that can be banked on coming common for reps to want help but not ask for it. By asking, you in before the end of the month. This forces the rep to focus on can get him to share his needs and frustrations, allowing you the key deals that are closeable now. When the rep enters a to deal with them. number for a “Take it to the Bank” forecast, the sales manager If you commit to doing these meetings every week, you will must go through each deal that is included and strategize with quickly understand what is being done in the sales department the rep. and what needs to be done. You will have a clear understanding Review each of the pending key deals — This section of of the true strengths and weaknesses of each rep and you will the form asks the rep to list each of his key deals that are have a much better handle on what business will be coming in pending. Everything from the “Take it to the Bank” forecast and be able to get the best resources in action for each deal. should be here. There can also be other key deals listed. The Chances are your sales department will never be the same purpose of reviewing these is to gauge where the rep is with again. If you have questions on this plan, feel free to call or eeach deal, offer coaching for closing the deals and to schedule mail me at the address below. Good luck and good selling. other needed resources, like sales manager or owner visits Jim Kahrs is the founder and president of Prosperity Plus with these accounts. The sales manager needs to review and Management Consulting Inc. PPMC works be comfortable with the next step for each key deal pending. with office technology companies in Review and add to the battle plan — In this section of building revenue and profitability. Kahrs can the meeting, the sales manager and sales rep should outline the be reached at jkahrs@prosperityplus.com major actions that need to take place in the coming week. The or (631) 382-7762. manager should also go back to last week’s recap and make sure Visit www.prosperityplus.com.

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SELLING SOLUTIONS

Key Account Opportunities Look at competitive factors & the investment decision by: Tom Kramer, CATALYST Performance Learning

future needs?

In the August issue, I discussed the When we address advantage of having a power advocate competitor presence, (PA). It is helpful, but not necessarily a we are assessing how requirement for success. But what if there active the competition was a competitive power advocate (CPA) is in your account as in place? That is, a power advocate who is an indicator of your actively working for the competition. A potential to win quickly ... critical measure of potential success is the presence (or not) of a power advocate for a competitor. Lack of one indicates an opportunity to develop Competitive Assessment Criteria an advantage with your own PA. A CPA requires strategies to In the competitive assessment, we look at your competitors, turn or neutralize the CPA advantage. their account positions and how they will influence your comHere are two questions that you need to answer: Can you petitive strategy. develop your own PA at a higher level than your competitor?

There are four competitor factors: competitor relationship, Or, can you develop a PA on the same level as the CPA that will competitor product satisfaction, competitor advocates and neutralize the advantage? competitor presence.

When we address competitor presence, we are assessing In the competitor relationship, we must assess the strength how active the competition is in your account as an indicator of the customer’s relationship with our competitors. Factors of your potential to win quickly with reasonable resources include: the length of the relationship, the competitor’s under- expended. Is the competition inactive? Are they actively comstanding of the customer’s needs and personal relationships. peting for the account? Or, is the competition aggressively You can rate these factors as being weak, moderate or pursuing the business and determined to win? strong. A weak relationship means there are no strong contact Warning: While lack of competitive presence may seem like advocates and the customer does not hold the relationship in a “golden opportunity,” consider this to be a potential warning high regard. A moderate relationship means there is a good sign of an unqualified opportunity or one in which the supplier relationship in place with some strong contacts. A strong has already been decided. rating means the relationship is highly valued, there is a history The Investment Decision of long-term successes and strong contacts are in place.

Our fourth assessment area is the investment assessment.

In competitive selling, you must focus on two key areas and answer the following questions: What is your strategy to That is, can you win? There are two criteria you need to create competitive advantage in the mind of the customer? address: time and resources. Do the time and resources necesAnd, can you accurately anticipate and counter the com- sary to successfully close this opportunity represent a viable investment of time, money, personnel or company resources? petitor’s response to your sales efforts?

You should look at this situation from the perspective of a “yes,” The competitor product satisfaction factor is the opposite side of the coin from the competitor relationship. Here you “unsure” or “no” answer. If the response is “yes,” then it is a worthassess the strength of the customer’s satisfaction with your while investment. If you are “unsure” at this time, then you need competitor’s products and services. The questions you need to to go back and look at the criteria again to see where you can answer are: Has the customer achieved the results they were shore up your position and improve your potential for success. If planning on? Are there problems and issues? Does the compe- your answer is “no,” then you should move on and pursue other tition have the capacity to meet the customer’s current and opportunities that offer you a higher probability of winning. n last month’s article, I noted that there are four key areas that, when taken together, give you a conceptual framework to assess your key account opportunities. In the August issue, I addressed two areas — business needs and buying processes, and buying profile factors. In this article, we will look at competitive factors and the investment decision, along with the critical questions you need to answer.

I

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The Assessment Criteria Review for success in major accounts, along with the critical questions you need to answer Here is a brief review of the key account Successful sales before you invest your time and effort. assessment criteria that I have covered: representatives employ Finally, here are five self-assessment ques Business Needs & Buying Processes a 360-degree approach tions you should ask yourself: Which cri— Why and how customers buy to assess their chances teria do you give yourself a high rating on? a. Stated and unstated needs of success and develop How can you maximize your strengths to b. Business goals and issues strategies that outthink create more sales or greater competitive c. The decision process ... their competitors. leverage? Which low-scoring items do you Buying Profile Factors — The custhink are most critical and what is your tomer’s company and how it operates a. Corporate motive improvement strategy? Do you think your strengths and b. Capacity for change weaknesses apply to all or the majority of your accounts? c. Relationship Why? What is your strategy for gathering the customer and d. Satisfaction capacity competitive information you need to be successful? e. Power advocate Managing key account business requires different selling skills f. Value perception and more comprehensive strategies. Successful sales representa Competitive Assessment Criteria — the competitor’s tives employ a 360-degree approach to assess their chances of success and develop strategies that outthink and outmaneuver position their competitors. Following this conceptual framework will help a. Competitor relationship you develop winning account strategies, address your weaknesses b. Degree of product satisfaction before they become irreversible problems and help you focus c. Presence or absence of a competitor power advocate d. Competitor presence your time, effort and resources on high-gain opportunities.

The Investment Decision — the “go/no go” decision Tom Kramer is an affiliate partner of CATALYST a. Yes Performance Learning ( formerly Strategy Mapping Selling). b. Unsure He has more than 30 years of sales, sales c. No management and marketing experience with IBM, Eastman Kodak Co. and Canon U.S.A. Inc. Self-Coaching He can be reached at tom.kramer@strategymappingselling.com.

In this month’s and August’s article, I presented critical Visit www.catalyst2performance.com. selling, planning and account knowledge criteria necessary

ADVERTISER INDEX 16 • Ames Supply Company

14 • Dealer Marketing Systems

15 • Liberty Parts Team

(800) 323-3856 / (630) 964-2440 / www.amessupply.com

www.dealermarketingsystems.com

(608) 268-7600 / www.lbrty.com

32 • BTA ProFinance

11 • DocuWare

7 • Muratec America Inc.

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

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

(469) 429-3481 / www.muratec.com

27 • BTA Sales Management Workshop

12 • Duplo

13 • SYNNEX Corp.

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

(800) 255-1933 / www.duplousa.com

(864) 349-4470 / www.synnex.com

2 • BTA Southeast

3 • FMAudit

5 • Toshiba

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

(573) 632-2461 / www.fmaudit.com

(949) 462-6165 / www.copiers.toshiba.com

31 • Business Products Council Association (800) 897-0250 / www.businessproductscouncil.org

17 • IBPI (480) 393-1694 / www.ibpi.net

21 • Computhink

9 • InkCycle

(800) 988-4465 / www.computhink.com

(800) 736-8877 / www.inkcycle.com / www.grenk.us.com

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Piecing Ideas Together.

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

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

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

“Better Dealers Through Learning and Idea Exchange.”

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

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

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Do you crunch the numbers,

or do the numbers crunch you?

T

he BTA ProFinance course will teach you how to set the strategy, track critical performance measures and manage your assets according to a proven business model designed to improve the profitability of your company.

To register for ProFinance or get more information on pricing and quantity discounts, visit www.bta.org or call BTA at (800) 843-5059.

Instructors John Hanson and John Hey of Strategic Business Associates take a holistic approach to the redirection of your business — from sales rep compensation and projecting service revenues to inventory management and an action plan for implementation — with the short-term goal of achieving a minimum of 14% operating income. You can achieve these results by monitoring 24 key benchmarks and making strategic shifts as discussed in the program.

Upcoming ProFinance courses: Nov. 19-20, 2008

Las Vegas, Nev.

Start planning for improved profitability today! Send all of your strategic decision makers to ProFinance — it’s an investment in your company that will help you relieve the end-of-the-month crunch.

ProFinance is designed for owners and executive-level staff who make the critical business decisions that impact your company’s success. Some OEMs reimburse for ProFinance tuition through advertising co-op or professional development funds. Check with your OEM.

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

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