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COPIER HEADQUARTERS Journey to Independent Dealership ISN-PARTNERS SEEKS TO SET New Industry Standards Through eesyQ and Fortuna BEVY OF SALES AND MARKETING TOOLS Available from Manufacturers and Solution Providers FROM WATER COOLERS TO CYBER SECURITY: Re-Thinking the Future of Your Business

DataBank IMX Acquisition Helps Solidify KYOCERA’s Total Document Solutions 2.0 Rollout

United Office System executives Michael Walsh, Michelle Daniel and David Harding

ENX Magazine

Office Technology Service Excellence Award

PLATINUM LEVEL

m Awar inu

PO Box 2240 Suite 729 Toluca Lake, CA 91610-0240 USA tel: 818-505-0022 fax: 818-505-9972 email: enx@pacbell.net www.enxmag.com

SURVIVAL OF THE FITTEST Focus, Consistency Drive United Office Systems ence Plat ell rvice Exc Se

OCTOBER 2017

Sales and Marketing Meets 21st Century Tools

inner •

FROM POUNDING THE STREET TO OPTIMIZING THE WEBSITE: Traditional

engage ‘n exchange

dW

VOLUME 24 NO. 10

Connecting People, Ideas and Products in the Document Imaging Industry since 1994

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Replacement Canon CRG- 046/H BKCMY

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VOLUME 24 NO. 10

Connecting People, Ideas and Products in the Document Imaging Industry since 1994

FROM POUNDING THE STREET TO OPTIMIZING THE WEBSITE: Traditional

OCTOBER 2017

Sales and Marketing Meets 21st Century Tools

DataBank IMX Acquisition Helps Solidify KYOCERA’s Total Document Solutions 2.0 Rollout

engage ‘n exchange COPIER HEADQUARTERS Journey to Independent Dealership ISN-PARTNERS SEEKS TO SET New Industry Standards Through eesyQ and Fortuna BEVY OF SALES AND MARKETING TOOLS For Dealerships Available from Manufacturers and Solution Providers FROM WATER COOLERS TO CYBER SECURITY: Re-Thinking the Future of Your Business

In This Issue

48

SERVICE EXCELLENCE PLATINUM AWARD WINNER

rvice Exc Se

Office Technology Service Excellence Award

PLATINUM LEVEL

dW

inner • United Office System executives Michael Walsh, Michelle Daniel and David Harding

m Awar inu

SURVIVAL OF THE FITTEST Focus, Consistency Drive United Office Systems ence Plat ell

It’s Survival of the Fittest in Atlanta, but United Office Systems Has the Consistency and Focus to Succeed By Erik Cagle

16 24 30

30

36 42 52 36

54 56 57 58

52 6

60 •

www.enxmag.com | October 2017

STATE OF THE INDUSTRY From Pounding the Street to Optimizing the Website: Traditional Sales and Marketing Meets 21st Century Tools By Erik Cagle CHANNEL INSIGHT DataBank IMX Acquisition Helps Solidify KYOCERA’s Total Document Solutions 2.0 Rollout By Erik Cagle DEALER SPOTLIGHT Journey to Independent Dealership Opens World of Possibilities for Copier Headquarters By Erik Cagle BUSINESS PROFILE ISN-Partners Seeks to Set New Industry Standards Through eesyQ and Fortuna By Erik Cagle MARKETING SUPPORT Bevy of Sales and Marketing Tools Available from Manufacturers and Solution Providers By Erik Cagle MANAGED SERVICES From Water Coolers to Cyber Security: Re-Thinking the Future of Your Business By Charles Lamb SALES & MARKETING Three Ways Vendor Partners Can Boost Your Sales and Marketing By George Seymour SERVICE MANAGEMENT Why Customer Relations Training Is a Must for Technicians By Ken Edmonds PRINTER TECH TIP By LaserPros TECHNICAL TIP Xerox Color 550 & DCP 700: Rebuilding the Second BTR Roll Assemblies (DC250 style) - Time and Patience By Britt Horvat DISPLAY ADVERTISERS INDEX We Saw It In ENX Magazine


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Contributors

Staff

KEN EDMONDS is currently employed as a District Service Manager for a major copier manufacturer. He has an extensive background in the imaging business, having owned a successful dealership, serving as service manager for multiple dealerships, and as a Document Solutions Specialist for Sharp Electronics. He has more than 40 years of experience in the electronics and computer fields. For further information email him at Ken.Edmonds@CKE-Enterprises.biz

Susan Neimes Publisher & Managing Editor

CHARLES LAMB is the President and CEO of Mps&it Sales Consulting. His firm delivers proven methodologies and processes that assist dealer principals seeking a successful transformation into the managed services space. He’s created complementary solutions including Funnelmaker, Gatekeeper, and Shield IT services. For more info, call 888.823.0006, e-mail him at clamb@mpsandit.com, or visit www.mpsandit.com.

Erik Cagle Editorial Director

GEORGE SEYMOUR is vice president of sales, Americas at Nuance Document Imaging (NDI). He is a 20-plus-year veteran of the document imaging channel. In his current role, Seymour helps Nuance partners sell document workflow and managed print services software solutions. He also focuses on enhancing the division’s relationship with the dealer channel and has led the rollout of new programs. Prior to joining Nuance, Seymour worked at EFI for more than nine years, where he built a successful growth path for the Fiery business. Before EFI, Seymour worked at OKI Data and Océ. He received his bachelor’s degree from Eastern Illinois University and an MBA from Loyola University, Chicago.

Ronelle Ingram Contributing Editor

TECHNICAL ARTICLE CONTRIBUTOR BRITT HORVAT works for The Parts Drop, a company whose primary business is providing parts, supplies and information for Xerox brand copiers, printers and fax machines. You can find more information, including many of Britt’s past ENX articles on their website www.partsdrop.com.

Christina Kim

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Susan Neimes - susan@enxmag.com Erik Cagle - erik@enxmag.com 10153 1/2 Riverside Drive, Suite 729 Toluca Lake, CA 91602 tel. 818-505-0022 • fax. 818-505-9972

www.enxmag.com | October 2017

ENX Magazine is published monthly by Affinity Business Communications, Inc. Any inquiries should be sent to: enx@pacbell.net or mailed to the corporate office. Copyright ©2017 by ENX Magazine printed in the U.S.A. All reproduction in whole or part is prohibited without written permission. Cover photo from depositphotos.com

We Saw It In ENX Magazine


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Image shown: SD375

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All prices, rebates, and availability are subject to change without notice. Please call us to confirm.

Nuworld is not responsible for typographical errors or inaccurate specifications. Registered trademarks are properties of their respective owners.

NBS / ENX | October 2017


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Image Shown: FAXPHONE L190

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All supplies & Parts available for prompt delivery! ENX Magazine | www.enxmag.com

All prices, rebates, and availability are subject to change without notice. Please call us to confirm.

Nuworld is not responsible for typographical errors or inaccurate specifications. Registered trademarks are properties of their respective owners.


Copiers • Printers • MFPs • Faxes • Scanners E m a il: info @ n u w o rld in c.co m

Order Online! www.nuworldinc.com

Blind Drop Shipping

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NBS / ENX | October 2017


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NBS / ENX | October 2017


Erik Cagle

State of the Industry News Briefing

From Pounding the Street to Optimizing the Website: Traditional Sales and Marketing Meets 21st Century Tools

A

t the heart of the sales and marketing approach in all walks of business is the fundamental core that dictates relationship building is the ultimate key in developing new business or expanding deeper into existing accounts. After all, a prospective client is confronted with an endless list of possible suppliers from which to obtain products and services, and those suppliers seek to differentiate themselves via any number of attributes, from lowest price to quality service and support. From the office technology dealership’s perspective, the past 15 years in particular have produced an explosion of commerce opportunities for those firms who have successfully embraced the digital age and 21st century sales and marketing tactics. Time-tested strategies such as cold calling and pounding the street have been supplemented by internet marketing, search engine optimized websites and social media platforms designed to augment and tell the story of a dealership’s value proposition. But for all their newness, the success of modern sales and marketing initiatives still depends on the ability to cultivate relationships. Denver-based All Copy Products provides a wide variety of MFPs, printers, wide format machines and document management to go with a host of services, including MPS and Verticomm, its IT division. All Copy Products has taken an office technology approach to market, according to Chris Williams, director of marketing. Lead generation for All Copy Products is

WE PUT A HUGE EMPHASIS ON HAVING SALES AND MARKETING ALIGNED WITH THE SAME GOALS WE’RE TRYING TO ACHIEVE. Chris Williams, All Copy Products

garnered through pay-per-click (PPC) ads and SEO. The use of an ads specialist, John Grahm, has helped the dealer dominate the Denver market, in addition to a call center and content syndication to generate leads. A reboot of the company’s website and a more granular SEO approach has bolstered search results and leads considerably. “We put a huge emphasis on having sales and marketing aligned with the same goals we’re trying to achieve,” Williams said. “We had extensive training for all the sales reps and managers. We have guidelines in place for how sales people interact with marketing, our leads we bring them, the things we look for and hold them to a standard to make sure we get the most out of everything we do. I think that internal structure is really one of the tools that makes us so successful.”

Leveraging Search Trends

While cold calling is still a vital element in All Copy Products’ sales approach, direct mail has taken a back seat. The dealer marries flyers and other marketing literature with its invoices, but the days of stand-alone direct mail campaigns are over, as they were not receiving adequate ROI with this technique, according to Williams. The analytics gleaned from SEO and paid ads have been particularly valuable, as All Copy Products can note search trends for the days and times that visitors are searching for specific items and clicking on certain pages. “When people are searching for Konica Minolta products from 10 a.m. to 2 p.m. on Wednesdays, we pass that information to the sales reps when they’re doing cold calling,” Williams noted. “Since we started to implement that data, which we’ve gathered through our paid ads, we’ve seen a rise in actually getting appointments set up and in reps reaching people the first time on calls based on that info.” Williams researched hundreds of dealer websites when redesigning All Copy Products’ site and found many of them looked like 1990s era pages—images with a single paragraph below, lacking content or calls to action. The previous All Copy Products site was similar, and it also contained more than 1,300 SEO errors, many related to duplicate content. The continued on page 18

16

www.enxmag.com | October 2017

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From Pounding the Street to Optimizing the Website: Traditional Sales and Marketing Meets 21st Century Tools site is now rich in content, with proper meta descriptions and title tags. Just six months after the redesign, All Copy Products’ site ballooned from 300 to 900 key ranking terms for searches, with more than 80 in the top 20. Bounce rates have fallen 30 percent as well. “With the use of having calls to action in the right spots and taking a look at heat maps and analytics to see what we can do to keep increasing those conversions, it’s what made our site a lot better,” he said. “The data never lies; we’re always looking at data to see what we can do to increase engagement and get solid analytics that we can use to increase conversions.” TGI Office Automation of Brooklyn, NY, is a family-owned dealership that specializes in helping clients with customized workflows to improve their business. The dealer recently underwent a major rebranding initiative to unify its message, with newly-crafted brochures, flyers, business cards and other materials, notes Heather Davis, marketing Heather Davis, TGI coordinator. At the same time, they re-educated sales representatives on a more focused approach to telling the TGI story to clients and prospects. TGI has enjoyed much success with the Click Dimensions email marketing tool to support its drip marketing campaigns, and the dealer can specifically tailor its email messages based on customer/client parameters. Through customer data, TGI can offer a solution to either centralize a client’s printing or engage it in an MPS program. “Based on the subject matter that the rep may cover during their initial meeting, we can enhance that information by utilizing Click Dimension and keeping track of what we’ve sent them or what we may need to send,” added Vincent Colaianni, director of sales development. “It’s been a real benefit to us.”

Supporting the Digital Message

Colaianni points out that traditional sales and marketing tools, along with advertising touch points (billboards, stadium advertising and mass transit posters) are effective in getting its digital message noticed. The dealer has evolved its website to maintain a consistent message, added a service dashboard, and provided a wealth of information through blogs and its press page to keep customers abreast of the latest business trends. “The articles have been helpful because we’re speaking in terminology that people are searching for,” Davis added. “That helps to boost our organic search results. There’s always improvements that we can make, different campaigns where we can spend more on Google AdWords. But the organic search has been such a helpful improvement and we’re focusing on that right now.” Social media engagement has helped drive traffic for TGI, which uses Facebook for more personal interaction, such as the charity work it performs with its nonprofit clients. Sales 18

www.enxmag.com | October 2017

BASED ON THE SUBJECT MATTER THAT THE REP MAY COVER DURING THEIR INITIAL MEETING, WE CAN ENHANCE THAT INFORMATION BY UTILIZING CLICK DIMENSION AND KEEPING TRACK OF WHAT WE’VE SENT THEM OR WHAT WE MAY NEED TO SEND. Vincent Colaianni, TGI reps use LinkedIn to help grow their network of connections, which has been essential in getting referrals, appointments and introductions. TGI will be focusing future efforts on building its base of videos. A corporate video where CEO Frank Grasso told the story of TGI generated quite a bit of traffic, according to Davis, and the company will be producing short-form productions that will resonate with their target customers. The message will be solutions-oriented and customized for different business verticals and departments. “We’re keeping abreast of the trends and technology in customizing our offering to suit the needs of the customer,” she said. “We will invest more in advertising and SEO, along with putting more efforts toward social media and increased content.” Quality Digital Office Technology of York, PA, targets the South Central Pennsylvania market with a focus on three business segments: office furniture, computer networking and office copiers. Its strength in building new business is reliant upon its customer relationship management (CRM) program. The dealer strongly believes in the personalized approach, sending out hand-written thank you notes following all touch points (appointments, demos, orders) with clients and attending local events. “We went to see a client’s CEO speak at an event to learn more about them,” said Brandy Meyer, vice president of business development. “We congratulate customers whenever they have a win in their industry. People appreciate that you take the time to do that sort of thing. It puts you in the forefront of their mind, which can be a benefit down the road.”

Leaving a Lasting Impression

Cold calling has become an art form of sorts in the 21st century for Quality Digital Office Technology. The dealer finds email correspondence to be ineffective as a prospecting tool, given how quickly inboxes become inundated with queries. On office visits, Quality’s reps seek to be quick and efficient, and they bring treats such as donuts or mints which include marketing messages. What can make it particularly challenging is dealing with prospects that don’t have receptionists—just a phone and employee directory—making online, pre-visit research on decision makers all the more vital. continued on page 20

We Saw It In ENX Magazine


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From Pounding the Street to Optimizing the Website: Traditional Sales and Marketing Meets 21st Century Tools The dealer updated its website in recent years to incorporate more photos and videos, along with content features, including a “Q-Tip” blog, all geared toward providing clients with helpful information, not just an infomercial for the dealer. A blooper video compilation has proven to be popular with visitors. “We’re in the people business and Brandy Meyer, Quality we want to engage that customer one Digital Office Technology on one,” Meyer said. “We want to let them know about what we do, but ultimately we want them to either fill out the online form, pick up the phone or email us so that we can make it more personal. That is where you get to really connect with the client.” Quality Digital Office Technology has a structured social media approach with a daily, themed post, such as Two-Fact Tuesday dealer info. One of its more popular features was its Day in the Life Of series, which highlighted each employee and provided insights on his or her life, complete with photos and family information. Putting a face and a story to the company has integrated the dealer to its customers. Consolidated Copier Services of McDonough, GA, sells Konica Minolta, Xerox and KIP machines, and services nearly all makes and models. They also offer a host of solutions to the local market, taking a vertical approach that focuses on segments such as legal, medical and accounting. Telemarketing and drop-by appointments account for Consolidated Copier Services’ traditional approach, and the dealership relies on business events including Chamber of Commerce functions, leadership clubs (Kiwanis, Rotary) and sponsored events such as golf tournaments to raise its visibility. The dealer did a website refresh in 2016 to provide more granular information—such as leasing ethics and instructional literature on finding the right copier and service programs— along with tips for purchasing online, notes Jordan Roberts, marketing director. Consolidated Copier Services also lists a comprehensive catalog of all its products and services, which Roberts feels is a point of differentiation. Using Google AdWords and SEO has increased website visitors 80 percent since last March, which has increased the

RECENTLY, SOMEONE FILLED OUT A WEB FORM AND THE REP REACHED OUT TO THEM IN LESS THAN AN HOUR. IT’S VERY QUICK AND EFFICIENT FOR THE REPS TO PREPARE WHEN THEY MAKE SALES CALLS. Jordan Roberts, Consolidated Copier Services

dealer’s share of web leads and conversions. Organic local area searches put Consolidated Copier Services on the first page 100 percent of the time, often as the first or second result. “We’ve seen a huge increase in our web leads. Our online forms visitors fill out let us know where they’re located and any specifics that they’re seeking,” Roberts said. “Recently, someone filled out a web form and the rep reached out to them in less than an hour. It’s very quick and efficient for the reps to prepare when they make sales calls, whether the customer is looking to lease or rent a copier.”

ANALYTICS PROVIDE US WITH THE NECESSARY TOOLS TO DELIVER THE RIGHT MESSAGE TO OUR TARGETED DEMOGRAPHIC. Sam Burtnick, Nauticon Office Solutions

Predictive Analytics

Analytics have provided information for Consolidated Copier Services that helps it formulate its sales attack. For example, Wednesdays and Thursdays in the 10 a.m., 1 p.m. and 4 p.m. hours tend to yield the heaviest traffic. Google AdWords allows the dealer to schedule its searches for certain times and days to gain the most value from its advertising dollar, and the company is constantly poring over the AdWords reports to gain more traction, which has led to improved conversions. While LinkedIn is the go-to social platform for sales reps, Consolidated Copier Services has enjoyed more success with Facebook, which has generated a huge increase in visitors to the corporate site. Here, too, the reps play a pivotal role in sharing the dealer’s posts. The dealership also introduced Tuesday’s Tip on YouTube, a short clip that provides customers with helpful office technology suggestions. Reps gain more exposure through the use of video as well. Roberts related how one new rep filmed a short clip in advance of his appearance at a Chamber of Commerce function. Between his LinkedIn profile and joining the COC and other civic organizations, the rep has grown his network to an impressive degree. Nauticon Office Solutions of Gaithersburg, MD, has served the greater Washington, DC, area for 20 years as an authorized Toshiba and Xerox dealer of copiers, MFPs and fax machines. According to Sam Burtnick, vice president of major accounts, the dealership’s comprehensive sales training program is adept at developing “hunters” on how to win new business. Nauticon employs a mock sales cycle that tracks progress from initial call to close. Vertical market training has been especially beneficial. As a result, the company has reaped more than 36 percent new business this year. continued on page 22

20

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From Pounding the Street to Optimizing the Website: Traditional Sales and Marketing Meets 21st Century Tools Phone prospecting, door knocking and direct mail remain the bread-and-butter methods for Nauticon’s marketing endeavors. Other initiatives act in a supporting role, according to Burtnick, including social media and multimedia. “In addition to information pertaining to the products we offer, our website features several video categories such as client testimonials, how-to and product overviews,” he said. “Businesses that are changing vendors need to know that they can trust us. Our social sites share testimonials and experiences from current customers along with accolades we have received from industry experts.” Blogging has been a significant value-add to Nauticon’s SEO endeavors. The dealer analyzes the most frequently searched topics, then provides blogs that speak to that interest, which has provided a high influx of new visitors each month. “Analytics provide us with the necessary tools to deliver the right message to our targeted demographic,” Burtnick remarked. “Tracking codes embedded in our site provide us with the user’s interests, location and age range.” Eakes Office Solutions of Grand Island, NE, specializes in office supplies, copiers and printers, and office furniture and design. It offers manSandy Faber, Eakes ufacturer products including Sharp and HP. According to Sandy Faber, corporate marketing manager, Eakes’ sales team uses customizable proposal templates for all the segments it serves. Reps can provide information packets to prospects in hard copy or in an electronic form that contains links to customer testimonials, case studies and videos.

Cold Call Support

As Faber feels most reps struggle with cold calling, Eakes partners with an outside firm that is well-versed in the dealer’s markets to provide leads and set up appointments with potential clients in developing markets. “This is the best way to keep a group of potential clients in the sales funnel; this type of support gets us where we need to be sooner,” she said. One of the best changes Eakes made to its website was to make it more device responsive for PC, laptop, tablet or cell phone use, according to Faber. Naturally, providing useful content in the form of blogs, videos, testimonials and case studies has supplemented their efforts. Eakes’ website is optimized to attract local and regional customers. It uses Google AdWords to aid its SEO in developing markets, and the dealer reviews its analytics on a weekly basis, tweaking word searches where necessary. In terms of social media engagement, Eakes primarily uses the platforms to aid in its employment and recruitment initiatives. It allows the dealership to reach out to people on a more personal level. “We can show some of the fun things we do together at Eakes and that provides a better picture of who we are than you might see through the interview process,” Faber noted. “This could be as simple as a food day—we are a bunch of foodies—or as 22

www.enxmag.com | October 2017

TRADITIONAL MARKETING DEFINITELY HAS ITS PLACE; HOWEVER, THE OLD WAYS NO LONGER WORK WITHOUT THE ADDITION OF MODERN MARKETING. Adam Gregory, Advanced Business Solutions compassionate as providing dinner for the local homeless shelter while their kitchen is being remodeled.”

The Social Network

Networking is a key sales and marketing approach for Advanced Business Solutions of Jacksonville, FL, which provides printing systems from manufacturers including OKI, Xerox and Canon to go with a managed services platform to address the needs of customers in Florida and Georgia. According to owner Adam Gregory, the dealership previously focused on traditional networking opportunities but has found more success in leveraging social media. “Traditional marketing definitely has its place; however, the old ways no longer work without the addition of modern marketing,” Gregory said. “For example, cold calls can be turned into a warm call simply by looking at your prospect’s LinkedIn profile first. Better yet, spend a week or so engaging with that prospect on LinkedIn before you ever make the call. “Print advertising has to be laser focused. An ad in a trade publication is good. We are finding that sharing that same ad in a news blog, then linking it to Facebook, LinkedIn and Instagram is way more effective.” Advanced Business Solutions recently hired a marketing consultant to takes over its online marketing and branding. The dealer is in the early stages of rebuilding its website to incorporate how-to tips and more customer-centric information to foster more clicks. They are also in the process of integrating social media directly onto its page. A direct chat function is also in the works. Gregory admits that social media was a secondary marketing platform for Advanced Business Solutions until recently. It is now a vital cog for increasing brand recognition and building customer engagement. “As a B2B dealer, our priority is LinkedIn,” Gregory said. “We focused more on the personal branding of the company’s owner over the actual company branding, building engagement and positioning ourselves as a leader in the industry. We are also using Facebook, Instagram and Twitter in order to wrap our customers and prospects in our entire social media marketing presence. This allows us to primarily build social proof. When today’s customers are looking into a business for the first time, they are now looking to see if that business is active on social media. They may not engage with us or even follow us, but they are recognizing us and that is what we are after.” ♦ We Saw It In ENX Magazine


Erik Cagle

Channel Insight

DataBank IMX Acquisition Helps Solidify KYOCERA’s Total Document Solutions 2.0 Rollout

K

Danielle Wolowitz, KYOCERA Document Solutions America

nown for its reputation as a dealer-centric organization, KYOCERA Document Solutions America (KDA) continues to ride a wave of success, as evidenced by its eighth consecutive year of growth. Much of that success is directly attributed to its Total Document Solutions (TDS) approach that incorporates hardware, software and services. In August, KYOCERA announced that DataBank IMX had been acquired to further enhance dealer offerings into the world of enterprise content management, business process improvement and document business process outsourcing (BPO)— key lynchpins in its upcoming TDS 2.0 release. ENX Magazine spoke with Danielle Wolowitz, vice president of the corporate marketing division at KDA, regarding its strategy behind the acquisition of DataBank IMX and how it will enable KYOCERA to fulfill its vision of TDS 2.0. Wolowitz also expanded upon KYOCERA’s growth in both the A3 and A4 segments, the success of KYOCERA Fleet Services and the company’s role as a trusted advisor to the dealership community. Tell us about your career path leading up to current position at KYOCERA. WOLOWITZ: I joined the industry in 2001 as an intern at

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Ricoh and spent four and a half years there in various positions within software and hardware, all in the marketing department under product marketing and the Alliance Group. I actually started in software and my heart kind of remains there. I learned hardware after the fact, which is a little bit of a different approach than people took 16 years ago. In July 2005, I made the move to what was then KYOCERA Mita as a product manager for segment 1 and 2 black and white. Through the years, I moved through KYOCERA’s product marketing department, first taking over the color product, then a majority of A3s prior to becoming a senior manager and eventually a director. In 2011, I became director of product marketing and later took over as senior director for the corporate marketing group, having responsibility for the handling of product marketing and planning, education services and marketing communications. From there, I became vice president of corporate marketing, and now I head up the corporate marketing division, reporting directly to our president and CEO, Yukio Ikeda. In August, KYOCERA announced it had acquired DataBank IMX. What were the factors that led you to expand upon your previous alliance with DataBank? WOLOWITZ: A few years ago, our former president and CEO, Nori Ina—now president of our parent company, KYOCERA Document Solutions, in Japan— set the direction for KDA to We Saw It In ENX Magazine

expand into the world of ECM, BPI and BPO. It was in line with the global direction of the company. We were expanding beyond traditional business and the document, going more into the world of data and content within an organization. We had launched the strategy of Total Document Solutions about five years ago, which includes hardware, software, services, and the best combination of the three that enable us to solve the critical business challenges of a customer’s environment. The first couple of years, we focused primarily on the hardware and software aspect, because those are the products KYOCERA offers directly to our channel partners and, in turn, our end customers. Over the years, the intention was to always expand the services aspect of the business. Looking at what closely matched from a synergy perspective within the KYOCERA portfolio and within our partner community, we had started an informal alliance with DataBank IMX two years ago. Formally, we announced it in September 2016 at the Hyland Community Live event through our direct operations. When we first launched the DataBank alliance through direct operations, we quickly learned about the synergies between the two companies—company culture, the capabilities of the organizations and our mutual goals. We realized the companies were going to work well together and we’ve continued to do so as continued on page 26


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DataBank IMX Acquisition Helps Solidify KYOCERA’s Total Document Solutions 2.0 Rollout an alliance. We then announced to our dealer community this past April that we would be launching TDS 2.0, our Total Document Solutions approach— which encompasses DataBank—around October. We’re extremely excited that the acquisition happened at the beginning of August, because we were already working towards announcing TDS 2.0 to the dealer community. It’s a much stronger strategy knowing that DataBank is a KYOCERA Group company. How will DataBank IMX’s business process automation solutions enhance KYOCERA’S overall value proposition? WOLOWITZ: The business process outsourcing side of DataBank—with its imaging facilities across the country—is strong in many verticals, particularly in health care and government. In the health care industry, the paper-based document is still a primary form of communication. There’s a necessity to be able to process that information more quickly than ever before and be tracked well in data and content. DataBank’s imaging centers and outsourcing facilities allow us to do that in one streamlined process. What we’ll be able to do, through both our direct and dealer organizations, is provide that endto-end total document solutions, all under the KYOCERA name. DataBank will retain its name; however, they are now listed as a KYOCERA Group company. From an outsourcing perspective, there’s a tremendous opportunity for the dealer community to get into an expanded realm of capabilities that maybe they were previously sourcing on their own or weren’t even touching. When it comes to business process improvement or enterprise content

complete portfolio of Hyland product to our entire channel—both the direct operations and dealer community— which is wonderful because they have a nationwide network of professional solutions and services architects to provide them products and services. We can help our dealers and direct sales organizations approach a different type of customer. We’ve been talking about changing that conversation with customers for years, moving from offering boxes to more of a solutions consulting approach. This is the natural progression to becoming a business consultant with customers rather than just talking about hardware and on-ramp software. At KDA’s Business and Technology Conference earlier this year, the company revealed it has grown for the eighth consecutive year. What role did the Total Document Solutions approach play in this growth? WOLOWITZ: We’ve been able to demonstrate, through our dealer community, that the Total Document Solutions approach works for them. We have several dealers of different sizes and capabilities that have been able to elevate themselves. Because we are a primarily a dealer-centric organization, we rely heavily on that independent dealer channel for our growth. The more successful they are, the more successful we are. We work with them to ensure mutual success and growth. For our TDS approach, we’ve dedicated countless resources, both from a collateral development and training perspective, to help our dealers elevate those capabilities.

BECAUSE WE ARE A PRIMARILY A DEALER-CENTRIC ORGANIZATION, WE RELY HEAVILY ON THAT INDEPENDENT DEALER CHANNEL FOR OUR GROWTH. THE MORE SUCCESSFUL THEY ARE, THE MORE SUCCESSFUL WE ARE. management, DataBank is the single largest reseller of Hyland OnBase in the U.S. and one of the top overall resellers of Hyland, which is recognized for their superior service and capabilities. That gives us the ability to now offer the 26

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When TDS first came out, it was heavily focused on training and knowledge transfer. From the knowledge transfer perspective, we moved into putting that knowledge into action. After it was put into action, we were going out on

joint calls with dealers, helping them understand how to approach a customer differently rather than looking at speeds and feeds. We identified champions within the dealership space that were able to take the TDS approach and run with it. Each dealership’s makeup is different, so for some companies the champion was actually a dedicated person hired to be that consultant within the customers. In other instances, it was the existing sales rep or reps who were identified as more of the solutions-focused sellers. In all cases, our presales, education services, post-sales and technical service teams, coupled with our sales group, have been there to work through this process of growth with the dealership. We have seen tremendous growth from the significant group of dealers, which is directly attributed to our growth. Globally in FY2017, the company launched 43 models in 12 product series. Where have you witnessed the most success in the U.S. market? WOLOWITZ: We’ve seen continued growth in our A4 desktop MFPs over the last couple of years. Just look at the market shift. A lot of the growth in which Gartner reports is more in the A4 area. Industry A3 growth is flat in some categories while others are declining, depending on black and white versus color. When we report our growth numbers, KDA growth encompasses the Americas, which include Canada, Mexico and Latin America, Brazil,

We Saw It In ENX Magazine

continued on page 28


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DataBank IMX Acquisition Helps Solidify KYOCERA’s Total Document Solutions 2.0 Rollout and Chile operations. If you look at the aggregate, it’s the A4 that’s grown. Within the United States, we’ve seen growth in A4, both in traditional and our TASKalfa 406ci series, a floor-standing A4 MFP. We’ve seen a significant increase in our color A3 placements, which is a new series of products. The dealers have been extremely receptive to that product. We’re on our fourth or fifth generation of very successful color MFPs on the A3 side and continue to have success with those. What can you tell us about the expansion of KYOCERA Fleet Services? WOLOWITZ: KYOCERA Fleet Services (KFS) has been very successful since we launched it a year and a half ago. It allows our dealerships to proactively service and support their customers, as opposed to the reactive break/fix approach when a device is down and waiting for a service call. The dealers are able to have visibility into all of the products and understand the dynamics of what’s going on with the devices, such as over-utilized/underutilized machines, error codes, or paper jams and toner low readings. It offers robust reporting capabilities on a remote basis. This has proven to be a very costeffective way for our dealers to service some of their customers and increase their capabilities on the service side. What this allows KYOCERA to do is understand more of the dynamics of how these devices are being used in the field and report some of the issues that are occurring. We can address the need for further upgrades or modifications to certain elements. For the KFS customers we’re directly servicing, we can see if one specific issue keeps arising with the same product across different accounts. We can send out communications in the field and ask “did you know that the following products are handled in this way?” The dealers manage all of their devices and have full capability to go in and structure it to their needs. We don’t have access to their accounts and can’t see any of their information. But if needed, dealers can run reports for us out of KFS to compare their findings with our data. 28

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Looking ahead, what can we expect to see from Total Document Solutions 2.0? WOLOWITZ: TDS 2.0 is taking dealers out of the world of hardware/software and more into the ECM, BPI area. In some cases, our dealers are already offering ECM and BPI services on their own or through another manufacturer. We want to be able to provide that true end-to-end solution through KYOCERA. There’s going to be comprehensive training and collateral material, as well as dealer benefits with the TDS 2.0 introduction, but those are still being defined and will be launched early in the second half. While I can’t discuss any specifics at this time, it is 100 percent focused around ECM/BPI as it relates to the DataBank acquisition. What changes in the BTA space are influencing your go-to-market strategy, and what influences will play a role in your strategy going forward? WOLOWITZ: We look closely at what’s going on with our dealer community. We know that the dealer dynamic is changing. The manufacturer dynamic is changing; it seems some of our counterparts have made a significant shift in their strategy over the last six to nine months, whether it was going dealer focused, direct focused or a little bit of both. We maintain our strategy of being a dealer-centric organization and making

sure that our dealers look to us as valued partners and trusted advisors. Becoming a trusted advisor is so much more than just being a manufacturer and OEM. At a recent BTA event, I heard the phrase “trusted advisor” come up several times in reference to end customers. If we’re not putting our best foot forward as the trusted advisor to our dealers, we can’t expect them to cohesively do it for their customers. We must lead by example. When you look at our dealers, we have very close relationships with many of them out in the market. We make sure that we get front and center with them on a regular basis. I try to get out to our dealerships as much as possible; I visited a West Coast dealer in conjunction with the BTA event, just to talk to them about what they’re thinking, what their strategy is and what their culture is like. Where are they growing, struggling and lacking? Where can we help? We want them to know that we’re in this together and that we’re not just another OEM. We are truly a trusted advisor that they can lean on. What are your goals for the balance of 2017 and the coming year? WOLOWITZ: ECM, ECM, ECM (laughs). Our focus has been around the advancement of our capabilities, as well as that of our dealers, through the acquisition of DataBank. It’s all about launching TDS 2.0 and identifying those dealers who have both the desire and capability of offering true business process improvement solutions to their customers and helping them accomplish that goal. This is not something that’s going to happen overnight. We have some Hyland resellers already, which is wonderful, because it’s a natural extension of being able to offer a broader portfolio of services through KYOCERA. But for those that have the desire to grow and want to move in that direction, we’re here to partner and work with them to get through it. It’s going to be an exciting six months leading up to our dealer kickoff meeting next April in Orlando, and we’re confident that we’re going to have wonderful KYOCERA success stories that we can share with the broader dealer community. ♦

We Saw It In ENX Magazine


Erik Cagle

DealerBriefing Spotlight News

Journey to Independent Dealership Opens World of Possibilities for Copier Headquarters

T

here was a time not long ago when Dan Strull felt like he was not actually the CEO of Copier Headquarters. The corner office had his name on it, but it seemed like someone else was in charge. Now, after 17 years of operating as a Xerox agent, Strull has been reinvigorated by the freedom that comes with being an independent dealer for the office technology space. The Woodland Hills, CA-based business now predominantly offers the Sharp line of multifunction printers, along with a variety of products from Samsung, Brother, OKI, Xerox and HP that cover A3 and A4 products, as well as mailing, finishing, booklet making gear, scanning and software solutions. Its menu of services includes managed print (which has grown at a clip of 15 percent per year), managed IT and security-as-aservice. The move to offering Sharp products has been a fortuitous one. Backed by 9 percent equipment growth, Copier Headquarters captured the Hyakuman Kai Award for $1 million in sales—a feat few other dealers have accomplished in their first year—and catapulted the dealer to north of $5 million in total sales. It serves a variety of markets including health care, hospitality, aerospace, legal and finance. But what has really energized Copier Headquarters is the freedom to dictate its own destiny, grow past geographic

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borders, and carve out an identity that resonates with clients as well as employees. ENX Magazine spoke with Dan Strull, CEO; Paul Cooper, senior vice president; and Stuart Fratkin, executive vice president; to garner insight into how the whirlwind changes of the past two years are shaping the company and guiding it toward a prosperous future. How is business this year? STRULL: We’re on track to have our best year ever. We’ve had lot of success in some key markets. We’ve had a couple big wins in the hospitality area, along with an aerospace account. These are all new customers. COOPER: We experienced strong, continued growth in key markets, such as hospitality and legal. Product expansion has opened doors for us. Without the limitations we’d been experiencing previously, it has greatly opened new sales and marketing opportunities. What does Copier Headquarters pride itself on? STRULL: We live by our mission statement and our core values. It’s important to us that we sell our “why.” We’re focused on offering a boutique-level service. We deliver at the speed of business. Quality of life for our employees is very important to us. We offer flexibility to come and go so employees can see their kids participate in sports or perform in plays. We have a highly-tenured team because We Saw It In ENX Magazine

Dan Strull, CEO

of the way we go to market and do business. We have a bestin-class support team and great experience in service and admin. The sales team has tremendous tenure as well. What has been your biggest growth catalyst? STRULL: The expansion of our product line has helped us so much. We were able to expand our geography because we were limited with our old vendor. We’ve had a lot of success in our vertical markets as well. Through our growth in IT, we’ve opened up some new doors. We’ve rebranded ourselves as a technology company and that’s helped our growth. COOPER: We’ve also taken on a third-party, first-class telemarketing organization that calls into our territory to generate high quality sales leads for us. What are some of your newer areas of business? Is it going the way you hoped?

continued on page 32


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Journey to Independent Dealership Opens World of Possibilities for Copier Headquarters

Copier Headquarters team

STRULL: We sell a whole new line, so that’s been our focus. We added more A4 options, envelopes and finishing devices that we couldn’t sell before. We’ve got so much in our bag that we can sell now; we can offer what the customer needs, not necessarily what we have in our warehouse. We’re also looking to continue to grow our IT services. We started in IT long before it was commonplace in our industry. We had some success but I didn’t control it. We had a sales rep that was running it and he did a great job, but we didn’t have the right of control over it. We let the rep branch out on his own, so we’ve had to rebuild it ourselves. Is there a product or solution that you are looking to add in the near future? COOPER: We continue our growth in the MFP side, so that’s constantly evolving. We’re going to start marketing a unique, specialized water filtration system for commercial use in the next 90 days. You were a Xerox agent prior to 2015, then became a Sharp dealer. What prompted the switch and how has the move been for Copier Headquarters thus far? STRULL: We discovered 10 years prior that it wasn’t a sustainable business model. We had no value on paper, no control of our destiny. Our long-term plan was to be a full dealer, supplement 32

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the lines and grow our geography. So we rebranded ourselves in 2008 and again in 2012. We took the vendor out of our name, took the logo off everything we could and tried to brand ourselves as Copier Headquarters. We created a mission statement and changed the way we went to market with our own service and our own leasing. This gave us a revenue stream that was recurring and provided instant value on paper. We were able to get credit and do a lot of things we weren’t able to do in the past. It gave us a future that is very bright.

Kai Award for $1 million in annual sales. What variables have factored into your success? STRULL: It starts with our leadership of Paul and Stuart. They vetted all the products and made the decision to go with Sharp. We were definitely brainwashed into thinking that the Sharp product was inferior. What we found out was the exact opposite, it’s a superior product. The biggest test was what our customers would think. We learned that our customers were buying from us and

WE LIVE BY OUR MISSION STATEMENT AND OUR CORE VALUES. IT’S IMPORTANT TO US THAT WE SELL OUR “WHY.” FRATKIN: When we made the switch, there was a lot of trepidation about moving forward. There were some challenges that Paul and I needed to overcome. First of all, [what vendor] were we going to go with next? We felt it was important that we represented our customers and company properly. We truly believe that our partnership with Sharp, first and foremost, was an excellent step in the right direction in our rebranding of Copier Headquarters. Earlier this year, Copier Headquarters was recognized by Sharp with the Hyakuman

Dan Strull

they didn’t care what the brand was. Then we did product demonstrations. We would bring customers in here and take the risk of putting the product on site to see if they would like it to give them an out. We’ve had incredible success from that. We’ve spent so much time training and have gotten really good at selling the product. The Sharp partnership was also instrumental. Our technical and admin teams were able to wrap their arms around the product. Success has come quickly. When we won the Hyakuman Kai Award, it was no surprise to us, but

We Saw It In ENX Magazine

continued on page 34


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Journey to Independent Dealership Opens World of Possibilities for Copier Headquarters their current vendor. We also never disparage the current vendor, no matter what the client says about them. Then we present a solution to them that is very professionally done, in a format that most people won’t take the time to do. A lot of sales reps put their quote on one sheet of paper and throw in a brochure. Our method is comprehensive and follows a structure all the way through the post-sale process. We’ve had customers repeatedly tell us that we are by far the most organized, knowledgeable and professional.

(from left) Stuart Fratkin, EVP; Dan Strull, CEO; Paul Cooper, SVP

the Sharp people were thrilled with how quickly we got there. What was your dealership’s most significant accomplishment or biggest win last year? STRULL: We’ve had more new business than ever before. In the process, we brought a new level of professionalism. We manage ourselves now, where in the past we felt we were betrothed to the vendor. We became our own company. COOPER: Previously, a number of wins, such as hospitality, aerospace, the national law firms, would have been reserved to our previous vendor, either directly or through another channel, and we would not have been allowed to participate, present or offer our products. So when those restrictions were removed, both by account and geographically, it was a tremendous advantage for us. What do you look for in your employees? How do you recruit and retain good ones? STRULL: We’ve been really fortunate in that we haven’t had to do much recruiting. What we do differently is top-down interviewing. I start the process by phone or even a quick on-site interview. I look for a fit before I look for skills. Will that candidate’s personality, sense of humor and core values fit with us? Then I turn 34

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it over to Paul and Stuart to make a decision. We really push our culture and our core values. We spend a lot of time discussing our quality of life and want to find out from the individual what’s important to them. We want to make sure that they know we believe that family comes first, because being with their kids and not missing life’s great moments is important. We pride our flexibility in that. It really helps sell us and retain people for a long time. They’re not treated as a number, they’re treated as a person. FRATKIN: The culture that Dan has created at Copier Headquarters tends to blend into all our sales cycles. Once we have that conversation with our customers and they see what kind of company we’ve created internally, they want to partner with us and feel more comfortable doing so. What is the secret behind the new business acquisition? COOPER: We developed a specific structure in the way we present ourselves. The first impression is critical when you’re meeting somebody. We’re all equipped with iPads and are feverishly writing down information and finding out from the customer what makes them work, their organization and workflow, what’s important to them, what they like or don’t like about

What was your biggest challenge in the past year? STRULL: Previously, I didn’t always feel like the CEO; it seemed like the vendor was the CEO. It’s been an adjustment, but it’s been wonderful in opening doors. We’ve grown, become better people and a better company. There’s just so much that we can do and there isn’t enough time in the day to accomplish everything we want to do. For me, I wish we could work seven days a week, but can’t do that because you’ll burn out people. Slowing things down a bit is my biggest challenge. Who do you see as your biggest competition, and how do you differentiate your company from them? FRATKIN: I equate our philosophy to that of a lot of big league baseball managers who tell their teams that as long as they take care of their own business—which is understanding what our customers’ needs are and what kind of value we can bring to their company—the rest will take care of itself. One quote I preach to my sales team is to not blow out the candles of our competition just to keep ours lit. I think it’s ingrained in their DNA by now. Last year, Copier Headquarters held its inaugural food and toy drive. Can you talk about the importance of philanthropy, for both the community and your workforce? STRULL: We feel very fortunate for what we’ve got and we have a responsibility to give back. We do a big

We Saw It In ENX Magazine

continued on page 35


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WE REALLY PUSH OUR CULTURE AND OUR CORE VALUES. WE SPEND A LOT OF TIME DISCUSSING OUR QUALITY OF LIFE AND WANT TO FIND OUT FROM THE INDIVIDUAL WHAT’S IMPORTANT TO THEM. Dan Strull project every year and the current one is Operation Gratitude, which focuses on the military. We have these things called battalion buddies, which are stuffed bears that are delivered to the children of recently deployed members. We have a party where we stuff the bears personally, and with every order that we get, we give a bear in that customer’s name. We give time for causes such as Alzheimer’s, the Michael J. Fox Foundation (Parkinson’s disease) and Niemann-Pick disease. All of them have touched the lives of the employees’ family members at Copier Headquarters. We’re focused on being a beacon in the community and it’s a big part of our culture. What are your goals for this year? STRULL: We’re focused on growth and revenue profit. We’ve been fortunate to

have growth nearly every year. Business process optimization is big; we’re simplifying our offering and are focused on new customers. Our revenue goal of $6 million is a big target. How do you view the industry changing in the future and what are you doing to adapt? STRULL: It’s very important for us to diversify. We follow the lead of our vendors and keep up with the industry. I belong to Pro Dealer Group, which is a group of dealers that gets together a couple times a year and discusses what the industry’s doing and what can make our businesses better. We’re constantly looking within, sharing best practices and finding better ways of doing things. We’re utilizing empirical data to make decisions and we’re adding new types of IT services all the time. We offer social We Saw It In ENX Magazine

What is your most and least favorite aspect of your job? STRULL: Least favorite is easy: it’s the L.A. traffic. On the positive side, making our customers’ lives better is very rewarding. We don’t fish for it, but we get a lot of compliments and it really makes my day. When I walk into the office in the morning, everyone seems pleased to be there. Our office is beautiful, our people are fun. Between the growth and getting the Hyakuman Kai Award, it’s been a rewarding experience. FRATKIN: We also do a lot of sponsored events in our office, like retreats for each one of our departments. Pitch and putt golf and lunch is popular with the sales staff. We’ve done cooking classes, bowling, wine tours and ice cream function. During the fourth quarter, we hold Fun Fridays that can range from food to massages, which gives the employees something to look forward to. It makes for a really great place to work. ♦

October 2017 | www.enxmag.com

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Erik Cagle

Business Profile

ISN-Partners Seeks to Set New Industry Standards Through eesyQ and Fortuna In simple terms, the beauty of the Internet of Things concept is the ability to have the integration of disparate and unrelated functions integrated by a single command center that can monitor and manage via mobile technology.

O

K, so maybe it’s not so simple, but there are products on the market designed for the home that can utilize a single device such a mobile phone to control and manage lighting, air conditioning/ heating, sprinklers, security systems and appliances—all through the magic of integration. In a sense, ISN-Partners, a software technology provider based in Gloucestershire, UK, is bringing the world of integration to the business community. They seek to offer the next generation in service and supply chain management with solutions that automate communication on a Mobile Asset Management platform. Founded in 2010 by Jan De Kesel, the company also has a facility in Romania and recently expanded into North America with a Las Vegas operation. It has more than 40 employees world-wide. In June, the company named Gavin Williams as president of the new North

American operation. Williams boasts 20 years of experience in the imaging industry, having spent the previous nine years with MWA Intelligence (MWAi). He played a key role in the development of FORZA, creating the first ERP built on SAP Business One and delivered to the imaging and office automation reseller channel. While at MWAi, he led the integration of three ISN-Partners solutions: the sales configurator, service dispatch GUI and eesyQ.

Genesis of eesyQ

The eesyQ B2B mobile collaboration platform was announced during the Executive Connection Summit in May. The technology was born out of ISNPartners’ In-Map solution for managed services. The In-Map engine allowed sales to take a customer’s floor plan and lay out all the equipment the dealer was proposing to keep, replace or consolidate. ISN-Partners then applied its In-Map logic to the development

(from left) Jan De Kesel, Johanna Williams and Gavin Williams 36

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of eesyQ, which enables intuitive management of all the assets and service contracts within an organization. The platform expands beyond the realm of print-based office equipment, providing management for any aspect of a customer’s operation—electrical, plumbing, vending machines, coffee machines—anything that may require third-party service. If a problem arises, there is no need to track down the office administrator in charge of facilitating service requests. Instead, a user can scan either a QR code or linear bar code applied to the device. Then, eesyQ will read the asset type and provide two-click functionality to report the problem and submit a service request. The eesyQ system effectively manages all suppliers, asset users and systems in one platform that integrates with job ticket, ERP, CRM and IT help desk systems. It even emails and opens a ticket with third-party service providers. The system provides customers with a 360-degree view of everything being serviced, according to Williams. “Our industry has done a very good job of staying on top of SLAs and making sure that their services are adequate to the customer’s expectations,” he said. “But once you get outside of our industry, you have a lot of service companies that are still working off of carbon paper and they don’t have these kind of tools, but this allows them to be all on the same platform. “Any user can scan with their mobile device and if there’s a problem on continued on page 38

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Contact Gavin Williams to schedule a demo

Tel: 602-309-5263 • email: gavin.williams@eesyq.com For more information on any of our products or services, please scan the QR code or visit us on the Web at: https://www.isn-partners.com/configurator/fortuna-ecommerce/ SUPPLIER

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ISN-Partners Seeks to Set New Industry Standards Through eesyQ and Fortuna

Johanna Williams and new clients, DocResources

the printer, the coffee machine or the vending machine, the system knows what possible options exist for that device. As soon as it scans the code, it knows what type of device it is and will allow that user to open a ticket. If somebody’s already opened the ticket or the machine automatically opened a ticket on itself, it will notify the user. The eesyQ system provides better communication between a customer and its service providers.”

Eliminating Menial Tasks

The benefit to the dealer is in not needing to have its service desk answer the phone and perform menial tasks such as researching the customer and device information for a simple supply call or service ticket, as the platform delivers all of the data automatically. The platform allows for the use of both linear codes, which are preferred by dealers, and QR codes, which provide more functionality, according to Williams. The codes can be applied to any device or system that may require servicing or supplies. ISN-Partners has been working with dealers on room QR codes for conference rooms, bathrooms and offices. The codes provide a comprehensive menu and a list of subcategories for everything from electrical, to AV, to food services, all specific to that room. 38

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“It really depends on how the customer wants to implement this, and with open architecture, we can apply it any way the customer wants to use it,” Williams noted. ISN-Partners has embarked on an eesyQ educational tour for events such as CompTIA and the BTA show in Las Vegas. There has been a tremendous response from attendees. “As the monitoring/asset tools like FM Audit, Print Fleet and Print Audit work to help automate tickets from the machine into the dealer, it’s still never going to be 100 percent,” Williams said. “You’ll always have extenuating circumstances—the network goes down or maybe the machine’s completely down. If it’s dead, it’s not going to be able to report anything and it is for all of those cases where that frustration level is starting to rise, to make it easier on both the customer and the dealer. With the ability to require or voluntarily add pictures from mobile, poorly printed pages can be identified up front before anyone is sent to the customer. The secondary piece of it is to consolidate these service providers into one portal. So the dealer can finally go to the customer and say ‘I will be the total solutions provider.’”

office product and supply dealers are in need of better platforms and there’s not a whole lot of focus on technology and improvements until now. A lot of these dealers are struggling with antiquated systems. Many of them are already on SAP Business One, which as a product is good at managing a warehouse and manufacturing. The problem is, there are ecommerce solutions already available for Business One, but nothing directed towards our industry. It makes it very difficult to take an out-of-the-box ecommerce platform and make it into what is expected of the industry.”

Ecommerce Competition

Fortuna helps remedy the challenge offered by larger ecommerce platforms such as Amazon encroaching on the office printing space with supplies reordering at the push of a button (a-la Amazon Dash). ISN-Partners incorporated its eesyQ technology into Fortuna, enabling users to scan the QR code or linear bar code to easily order cartridges for color devices, for example, without having to search for

FORTUNA GREW OUT OF THE NEED FOR BETTER ECOMMERCE FOR OFFICE PRODUCTS AND SUPPLY DEALERS. Gavin Williams The second key cornerstone in ISNPartners’ value proposition is Fortuna, an integrated e-commerce platform add-on designed for SAP Business One. This comprehensive ERP solution for office supply dealers operates in the IoT vein, integrating with more than 50 office equipment wholesalers. A customizable platform, it integrates real time with the back end of SAP Business One, incorporating purchasing logic specifically for the industry. “Fortuna grew out of the need for better ecommerce for office products and supply dealers,” Williams noted. “The

the best prices online. The information for the device is contained in the bar code and users don’t have to worry about accidentally ordering the wrong supplies. “If it’s a color machine, they can choose one, two, three or four cartridges, CMY or K, and the next day they can have toner on the doorstep,” Williams said. “This provides a very competitive advantage for these office supply resellers to have a product that not only manages their back office better, but also provides a unique value proposition for their customers that helps them compete.”

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ISN-Partners Seeks to Set New Industry Standards Through eesyQ and Fortuna

Gavin Williams and Jan De Kesel

Williams pointed out that with the existing technology, ISN-Partners didn’t need to reinvent the wheel; it just required modifications to make it work better with SAP Business One. “With the office product and supply industry, it’s not as simple as ordering and shipping a supply. There’s purchasing logic that has been widely accepted in our industry for the last 30 years,” he said. “There’s the methodology of fulfillment. These are all of the things we addressed and built into the Fortuna product.” ISN-Partners already has a large number of customers in the process of implementing Fortuna that already had SAP Business One in place, as well as inquiries from dealers who are using solutions that lacked the purchasing and fulfillment logic. Dealers can choose who they wish to buy supplies from and whether they want to limit their portfolio, but Williams notes Fortuna is integrated with virtually every supplier or wholesaler. Other ERP tools offered by ISNPartners include the aforementioned configurator, which allows sales to have a rules-based configuration inside of SAP Business One. The configurator is part of the MWAi Forza platform and enjoys ongoing expansion and development. Another element of the Forza platform is dispatcher, which allows for a more managed services workflow when it 40

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comes to dispatch. It provides the ability to drag and drop calls, reassign calls and move things through queues easier. ISN-Partners is also in the process of converting eesyQ and Fortuna over to HANA, which is SAP’s latest database platform and will allow for better analytics and faster processing within SAP Business One. “As we see the convergence of dealers that are getting more into managed services, those workflows probably need to be adjusted if we want to get to a true universal approach of having a single dispatch. No matter what kind of call it is, the dispatcher provides that interface,” Williams said. “It doesn’t matter whether it’s a break/fix call, a managed services call or a helpdesk call. It brings it into one drag and drop interface right inside SAP Business One.”

Platform Integration

One of the biggest challenges ISNPartners faces is platform integration and selecting from the multitude of platforms in the market. Thus, Williams stresses that eesyQ is not a ticketing system. While it can be used for basic ticket management, it doesn’t have the elements a dealer is going to need to effectively manage a service organization. “As we have our integrated platform of opening calls and moving things

through the system, that’s all dependent on the integrations,” Williams said. “That’s pretty much the biggest challenge. We really don’t have competitors for this product because it’s a whole new space. “The value of eesyQ is it was designed for the customer, designed to make the customer’s life easier. It makes their experience with their service providers easier through one universal portal.” One of ISN-Partners’ main thrusts is its continuing educational efforts on the eesyQ and Fortuna products through the various office technology industry events, along with SAP’s annual user group meeting and the ConnectWise show. Williams is also looking to case studies and analytics to show the savings that both dealers and end users can reap with their products. In the long run, Williams’ goal is to see eesyQ become a standard—a universal, open architecture product designed to improve customer satisfaction. As it utilizes smart phone technology, eesyQ fits the millennial desire of text communication without the need for a call, email or other time-consuming communication. Thus, ISN-Partners is relying on the BTA and IT VAR channels to grow its base. Expansion in the office technology channel can also act as a springboard for ISN-Partners to leverage the eesyQ technology for migration into other verticals. “The application of eesyQ is limitless,” Williams said. “It’s built on a platform that is not cost prohibitive to customize. The only barriers that we face are antiquated systems that can’t accept an integration. We’re integrated with ConnectWise and are working on Autotask and Tigerpaw, all of which have open APIs. The days of closed architecture systems are becoming limited. It really depends on the industry that we’re in. If it’s a really old system, there’s no way to effectively integrate with them. Which is why we look at all these different verticals and are excited because there has been tremendous innovation across the board.” ♦

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Erik Cagle

Marketing Support News Briefing

Bevy of Sales and Marketing Tools Available from Manufacturers and Solution Providers Need an extra boost to your sales and marketing endeavors? We’ve compiled a sampling of the various sales and marketing tools offered by manufacturers and solution providers.

T

hese tools help office technology dealerships gain support and guidance through branded and product-specific educational opportunities.

Y Soft has a comprehensive partner program that includes education, training, technical, and marketing support. The Y Soft Partner Rewards program also provides incentives for additional discounts and marketing opportunities. However, enterprise solutions require a consultative sales approach, which for many dealers may be a new type of sales and support experience. To help, Y Soft developed the Global Operational Excellence Framework (GOE Framework), a set of tools and processes for defining customer needs, from initial deployment to ongoing proactive care and support. The GOE Framework helps dealers navigate through selling solutions in three main phases: Discover, Design and Deploy. Once deployed, Y Soft assists with monitoring and support. In this way, Y Soft is an active consultant to ensure the dealer’s success with customers. The GOE Framework is a closed-loop project management service: customers are ensured a smooth deployment of Y Soft SafeQ on time and on budget.

Canon U.S.A. understands that as businesses invest more in the connected world, office technology dealers will 42

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utilize digital sales and marketing techniques more and more. As such, the company is focusing on new efforts to provide dealers a variety of digital and web-ready content. Dealers and their sales teams are able to gain easy access to professionally-crafted content through a PC or mobile device. The company makes its services easily accessible to a wide-reaching audience by using popular social channels such as Twitter, YouTube, and LinkedIn. Canon also continues to use traditional hard copy brochures, posters and pull-up banners to deliver a well-rounded sales and marketing tool set. Canon provides web-based sales training, but the company also understands the continued value of person-to-person contact. To this end, the company offers regionally-based, instructor-led product training, hosts sales training and tech summit events, and supports local dealer events. In addition, select VIP customers are invited to the Melville, NY, headquarters to help dealers show (and end users see) the total and dependable values of Canon.

Subject Matter Experts

Toshiba’s Vertical 360 (v360) program is a comprehensive sales program delivering in-depth information and insights. The program empowers Toshiba resellers to become subjectmatter experts in a variety of industries. The program targets the health care, logistics and manufacturing, government, education, retail, finance, and legal industries.

The program’s key components include: • Education – Toshiba enhances reseller’s knowledge via in-depth training modules covering industry terms, buyer styles, purchasing cycles and buying triggers. • Industry-Focused Solutions – Toshiba equips resellers with bestin-class hardware and software offerings, as well as its Elevate customizable user interface for use in its e-STUDIO multifunction printers. • Incentives – Toshiba accelerates sales growth by providing incentives to its resellers and customers. Education is the foundation of Toshiba’s v360 program. This instrumental aspect of the program is unrivaled in the industry. The curriculum includes: • Sales Essentials – Enables Toshiba resellers to successfully navigate the initial vertical business approach through industry insights. • Product Positioning – Resellers learn how features in Toshiba’s e-STUDIO products address specific needs and objectives of the vertical markets it serves. • Industry Solutions – Toshiba provides resellers with an overview of industry-focused products and solutions targeting each vertical market. The presentations equip dealer representatives with the knowledge and selling skills to probe and uncover client needs.

Clover Imaging Group (CIG) offers customer-focused solutions to help drive customer engagement and new business.

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continued on page 44


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Axess Express Cost-Per-Seat Billing TCO and Proposal Tool Remote Monitoring Auto Toner Fulfillment SalesPro Training Videos Tablet app PrintReleaf

AMPLIFY Content marketing platform EMPOWER Email marketing platform IMPACT Custom branded collateral and videos

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Bevy of Sales and Marketing Tools Available from Manufacturers and Solution Providers From MPS to content marketing, support and training to sustainability, CIG provides a suite of comprehensive programs to help grow and support your business. CIG’s Amplify platform helps dealers grow their business and engage new opportunities in entirely new ways. In today’s world, you simply can’t create content for content’s sake and hope to compete. First and foremost, your content needs to have substance. If you want to grow your brand, you need to have something to say first. As your business partner, CIG will develop customized content to speak directly to the vertical markets you are targeting. Working with your team, CIG will help you answer key questions your customers are asking, as well as develop educational content your customers (and search engines) will love. Essentially, CIG is an extension of your marketing department with expertise in almost every vertical market. CIG’s Axess MPS SalesPro Training is the most comprehensive e-learning MPS sales training curriculum available. Consisting of 13 web-based video modules, SalesPro Training includes multimedia content, real world examples, field implementation tools, quizzes and tests to keep your sales team engaged and ensure mastery of the materials.

ECM, Process Automation Solutions

Both reseller and referral partners are an integral part of the success of DocStar. It supports partners with programs designed to educate and convert prospects on DocStar’s ECM and process automation solutions. With these tools, prospects and customers can improve document control, cut costs and increase satisfaction across the organization. DocStar offers a number of programs for partner marketing, sales and support organizations. Certifications, training, incentive programs, MDF, partner portal, email campaigns, website content, product brochures, trade show support, 44

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marketing assistance, and more are all available upon request. Partners are supported by a designated channel manager who is responsible for educating them on available programs as well as assisting in the development of new programs. The channel manager acts as a liaison with DocStar marketing staff and coordinates additional resources in the sales process as needed.

Where are you in your MPS business right now and where would you like to be? With actionable tools that differentiate you in a competitive market, LMI Solutions has a platform to assist you, regardless of where you are with your MPS business model. Newly launched MPS offerings can benefit from LMI Solutions’ prospecting, lead generation, and deal crafting tools, helping you land and close more deals. LMI Solutions’ Spectrum and Peak Performance platforms train your sales team to become efficient and knowledgeable in the MPS realm. If your MPS portfolio is already established, LMI Solutions has built an infrastructure that allows dealers to improve automation and efficiencies, and reduce or even eliminate operational risk. This infrastructure allows you to expand your share of wallet within your customer base—including additional sticky services that expand a dealer’s portfolio from managed print services to managed business services. How does your MPS business compare to the competition? Break through under exposure with an industry leader, regardless of what level your business is at today.

Partner Relationship Management

Xerox channel partners have access to a variety of sales and marketing tools.

Xerox’s Partner Relationship Management (PRM) program is a shared global platform that enables channel partners to do business more easily with Xerox. It is a gateway portal for partners to access essential Xerox product and solutions information, sales materials, marketing tools, training and systems. All of these enable effective and efficient selling. Partners who participate in Xerox’s Global Partner Program have access to IMPACT Marketplace, a comprehensive one-stop, co-marketing resource that streamlines marketing enablement so partners can focus on building customer relationships and expanding sales. The online tools are free, easy to use, and provide high impact with minimal effort. Partners control their brand, contact information, and messaging with self-customizable fields, helping them generate leads and drive sales. Tools include webpage plug-ins, email campaign and social selling tools, and collateral creators and proposal generators. In addition, Xerox offers marketing and demand generation toolkits that include such elements as social templates, photography, inserts, and images. These can be used as a campaign or alone to supplement existing marketing initiatives. Xerox’s Digital Mastery is a program that enables channel partners to improve their digital presence. With program elements covering owned, paid and earned media, channel partners can attract new logos with search engine marketing (SEM), strengthen existing relationships with search-optimized content, and turn advocates into prospects and customers with social media marketing.

Nuance is committed to working with channel partners to deliver superior business solutions and services to end-user customers. The company provides dealers with a broad portfolio of products and sales and marketing tools to help them be successful in the print management, scanning workflow and PDF solution markets. Nuance provides sales

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Bevy of Sales and Marketing Tools Available from Manufacturers and Solution Providers enablement programs, marketing activities and solutions support that deliver benefits throughout the sales cycle. Dealers can access Nuance marketing and lead generation programs. The company is providing exclusive marketing tools and sales collateral, and they also participate in software and hardware demo programs. The Nuance Partner Program offers assigned sales, pre-sales engineering and focused executive support. Dealers can join sales and technical certification programs, in addition to gaining eligibility for market development customer events funds. “Our channel partners are a critical component of Nuance’s success, and we are committed to working with dealers to maximize the opportunities available to them. Dealers can access exclusive sales and marketing resources to differentiate their businesses and deliver industry-leading solutions,” said George Seymour, vice president of sales, Nuance Document Imaging.

Boosting Profitability, Customer Loyalty In addition to a comprehensive product line, an award-winning MPS program and the ability to offer full OEM program benefits for most major OEMs, Supplies Network offers a variety of compelling promotions designed to boost profitability and customer loyalty, along with a range of marketing tools to effectively communicate those offers. Their programs include the following: Accolades – Exclusive rebate programs developed in partnership with OEMs, the Accolades promotions allow resellers to earn additional rebates based on sales goals. Rewards of Choice – Web-based incentive programs that make it easier than ever for end-user customers to redeem rewards for qualifying purchases. Boost customer loyalty and capture repeat business with these simple, nohassle promotions. Rebate Central – As a distributor of more than 80 brands, Supplies Network offers a central location on the Supplies 46

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Network website to find all OEM product rebates. Instant Inserts – Print-on-demand marketing collateral added to drop-ship orders at the point of fulfillment. Opt-in to predesigned inserts featuring supplies and hardware promotions or create custom inserts. Brand-on-Demand – An exclusive email marketing tool that allows Supplies Network to easily send compelling programs and promotions to end-user customers on their reseller’s behalf. Emails feature reseller branding and calls-to-action. Marketing Toolkits – Customizable sell sheets, videos, web assets, and product guides/flyers for numerous product lines and categories including the following: • Hardware • Printer parts • Thermal supplies • 3D printer filaments Branded Drop-ship – Branded pick tickets, end-user order confirmations and private labeling deliver a positive, branded customer experience with every order.

Customers look to their partners to provide custom fleet designs. Lexmark Fleet Intelligence offers partners a custom fleet assessment that includes analysis, design and compelling customer-facing proposals without having to tackle the analytics and proposals on their own. With Lexmark Fleet Intelligence assessments, partner staff can avoid complex and time-consuming data crunching and stay focused on their customer-facing activities. Lexmark’s leadership and industry approach to fleet optimization is tested and proven with thousands of successfully completed assessments. Using Lexmark Fleet Intelligence is like adding a fleet assessment expert to a partner’s staff.  Lexmark will do the heavy lifting of putting together print assessment proposals for its partners to use with their

customers, providing all the analysis and generating proposals that are unique to each customer. Using Lexmark’s assessment experts, partners can position themselves as experts in fleet evaluation. Lexmark Fleet Intelligence delivers powerful information to its partners, enabling them to scale up their sales services, deliver data-based proposals, and better position themselves as their customers’ business optimization expert. Lexmark Fleet Intelligence pairs well with the sales support and innovative, award-winning products available to Lexmark partners.

Marketing Tools ACDI’s marketing and communications department operates like a full-service, in-house marketing agency. Its focus is providing partners with the research, knowledge, and tools to help them successfully market ACDI’s solutions—including PaperCut, PrinterOn, and Pay-for-Print hardware and card readers—to their customers. ACDI’s market research and industry analytics—including vertical market trends, research, and blogging—make its OEM and independent dealer partners some of the most successful in the industry. It offers show-room and demoroom product marketing solutions, along with trade show support such as cobranded marketing material, collateral (including French- and Spanishlanguage versions) and signage. In today’s connected world, dealers must have a digital marketing plan and presence, including inbound and remarketing strategies. This is where ACDI’s MarCom department thrives. Customized email marketing tools, social media strategy, and digital content are just a few of the services it offers to partners. As a HubSpot Inbound Marketing Platform Agency partner, ACDI is able to promote essential services for dealer success, such as informative campaigns detailing how its free software trials and product demos can help secure new business. HubSpot Marketing software enables you to

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Meet 2017 Elite Dealers In the December issue of ENX Magazine

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email: enx@pacbell.net • tel: 818-505-0022 onboarding, ensuring OEM dealers are completely prepared for the managed services market. The company focuses on two specific areas. The first is a pre-sale discovery and readiness assessment, which includes trainings on GTM launch plans, marketing templates, sales workflows, technical and sales trainings, pricing calculators, revenue expectations, and business model benchmarking to help ensure both operational and financial success. The second approach looks at the readiness of an organization, including ownership buy-in, staffing, vCIO and field technician job descriptions, technical workflows, support preparations, sales processes, marketing plans and sales content, onboarding best practices, continuous training, post-sales activities and, again, business model benchmarking.

create, automate, measure, and optimize all your online marketing in one place. ACDI’s solutions sales services are equally impressive. Monthly sales and technical webinars cover product updates, vertical markets, and solutions selling. Subject matter experts give hundreds of webinars each year covering a wide range of topics and can tailor the focus to meet your team’s needs, be it sales talk-tracks, product information or technical instruction. Three-day handson technical training and certification seminars are held six to eight times a year in ACDI’s hometown of Little Rock, AR. ACDI believes in building partnerships of value by providing a complete line of services. If you need just one service, a few services, or all of them, ACDI is there to help.

Managed services can’t just be a product that office equipment dealerships offer—it requires a complete business transformation. Continuum takes a hands-on approach to educating and

DocuWare, a global leader in cloud and on-premises business process automation solutions, equips

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its authorized DocuWare partners with a proven program of document management education, marketing tools and in-the-field sales support. With a click of the button in DocuWare’s online marketing and sales tool search feature, partners have freerange access to high-quality marketing content and materials for every step of the sales process. Get ready to inspire interest, present with conviction, and exceed prospect and customer expectations with the following: • Comprehensive product and educational flyers, brochures and thought leadership papers. • Ready-to-go branded monthly newsletters and webinar invites for lead generation. • Over 100-plus case studies showcasing different industries and customer testimonials. • On-demand personalized collateral to keep contact info in the foreground. • Customized event invitations to increase event attendance and interaction. • Extensive educational, informative and tutorial videos. ♦

October 2017 | www.enxmag.com

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Service Excellence Platinum Award Winner

Office Technology Service Excellence Award

PLATINUM LEVEL

It’s Survival of the Fittest in Atlanta, but United Office Systems Has the Consistency and Focus to Succeed

N

atural selection is not a term limited to the animal kingdom or even nature. Survival of the fittest most certainly applies to the world of office technology equipment, and Michael Walsh finds himself smack in the middle of a competition jungle down in the Atlanta suburb of Marietta, GA. Walsh is the president of United Office Systems, a 24-yearold dealership that started from scratch and grew into a $6 million performer that offers Konica Minolta and Lexmark equipment. But he is far from alone in that regard, especially when it comes to Konica Minolta gear. In each of the roughly 10 counties where Walsh is authorized to sell Konica Minolta product, there’s an average of eight competitors between the direct branch and other dealerships. One county alone includes 10 competitors. With all that competition, it helps that United Office Systems has captured the Konica Minolta Pro-Tech award for 10 consecutive years. United Office Systems, a proud member of the Select

Dealer Group peer organization, has a retention rate of 90 percent for customers under lease contract, which is quite remarkable for a dealership vying for share in such a hotly contested and constantly evolving, market. “Atlanta is a huge marketplace and it’s amazing how many companies are bought and sold,” Walsh observed. “Smaller markets tend to be more static, with 15-20 employee businesses that have been around forever. In Atlanta, you’ll have an organization pop up out of the blue and it will have 50-100 people within a year. But three years later, when the lease is about to be renewed, that company has been acquired by someone else. The churn of organizations going in and out of business is a challenge.”

Consistency and Focus

(from left) Michael Walsh, President; Michelle Daniel, VP; David Harding, Director of Service

With a volatile business base and scores of competitors fishing from the same pond, United Office Systems thrives courtesy of a simple philosophy—consistency and focus. Walsh doesn’t try to be all things to all customers. Instead, he maintains a concentrated method of attack that has proven to be successful. About 80 percent of United Office Systems’ client base consists of midsized organizations with 25 to 100 employees, and its bread and butter is the 25-75 page-per-minute range of A3 color multifunction devices, which plays well in a business-oriented metro area where demand is heavy. The dealership’s philosophy further dictates that it is the responsibility of the service department to maintain its customers. That level of accountability, cou-

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Michael Walsh, President/CEO

pled with its 12th-place ranking in the country, has earned United Office Systems this month’s BEI/ ENX Office Technology Service Excellence Platinum Award. For a company that is celebrating its silver anniversary, United Office Systems boasts an impressive record of tenure throughout its organization. The service department averages 15 years on the job, with sales and admin coming in at 10 years each. That experience, along with its 25-75 ppm, A3 MFP sweet spot, has enabled the service department to hone its craft through the years and register solid performances with the BEI metrics—their most recent month’s performance includes 70 percent first-call effectiveness, a 28 percent callback rate and a 10 percent hold-for-parts. “The advantage provided by that band of equipment is those machines are quite reliable,” Walsh said. “They’re user friendly and technician friendly from a servicing aspect. Clients are always a lot more satisfied with these segment machines. We see more consistent upgrading of these machines every three continued on page 50


It’s Survival of the Fittest in Atlanta, but United Office Systems Has the Consistency and Focus to Succeed

David Harding, Service Manager

to four years. And because we focus so much on these segments, we’re able to be a lot more competitive in the marketplace and a lot more efficient with service.”

Technician Empowerment

The company’s tenure record has created an environment where technicians feel they are supported and empowered with the autonomy to make critical decisions that help ensure long-lasting relationships with clients. That autonomy is key in maintaining experienced technicians as well. “With tenure,” Walsh noted, “you don’t have to make sure everyone is on the same page and rowing in the right direction. Our people feel more trusted, and they are.” The onus of responsibility for the customer is obviously vital in a hyper-competitive industry where customer loyalty can be tenuous at best, according to Walsh. Service creates the customer stickiness needed to prevent them from jumping ship when the lease contract expires. In lieu of being the lowest-cost provider, service becomes the value-add selling point. Walsh prefers to be the best rather than the cheapest. United Office Systems averages 2.5 hours on response time and prides itself on first-call effectiveness. He describes the service component as a high touch department, with courtesy calls constituting half of its service visits. It’s the equivalent of a wellness visit in health care, with the techs dropping in to ensure the machines are clean and operating optimally. That level of service and familiarity serves as a catalyst for ongoing business. “It’s a whole lot easier from the sales department standpoint to go into an account 50

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and upgrade them to a new machines when they’re happy with the service and reliability as well as the technician,” Walsh said. United Office Systems is fortunate to foster a veteran crew of eight technicians, and part of the challenge for the dealership is complementing them with quality employees who value hard work, creativity, accountability, collaboration and competition, according to David Harding, director of service. The motivation behind joining the BEI program was to find ways to increase productivity while controlling cost. The BEI compensation program enables the technicians to relate their performances as if it were their own business, Harding said. When technicians are more efficient with parts and time, and the customer is kept up and operating, it is reflected in their level of bonus. “The program allows for the technician to manage their performance themselves,” Harding added. “They come to their supervisor with an issue before the supervisor has to come to them. They’re attuned to how their performance on a particular machine or customer situation impacts their bonus.” Another perk of the BEI compensation plan is that the self-regulation factor enables Harding to spend more time focusing on other aspects of the business. Harding also values the technician assessment tool BEI offers, which helps the tech and supervisor identify specific areas that need improvement, develop a plan and monitor results. This has been most beneficial to technicians who have stagnated in their quest to improve. With newer technicians, the compensation program provides ample enticement to quickly ramp up their performance to the requisite levels for bonuses.

Communicating Success

The feedback from customers has been extremely positive. United Office Systems sends out surveys to customers following every experience with the dealership, whether it’s a service call or network issue. According to Harding, one of the most consistent notes they receive is the appreciation for the lines of communication United Office Systems provides, particularly email notifications and the ability to track technicians via GPS.

OTSEA Platinum award winners score in the top fifteen percent of all dealers evaluated. The evaluations are based on Call Back percentage, Hold for Parts percentage, MCBV (Mean Copies Between Visits) and Technician Grading. Tech Grading encompasses Time accountability and Time management along with individual HP, CB and MCBV rates. It also includes parts expense as it relates to parts CPC compared to world stats. United Office Systems also uses CEO Juice, an automated best practices tool for copier dealers, which provides chainof-command notifications for unresolved issues. The objective with CEO Juice is to head off problems before the customer picks up the phone. Preserving the valued relationship is paramount, according to Harding. Looking ahead, Walsh’s primary goal is to maintain the consistent growth United Office Systems has enjoyed while improving on its BEI key statistics. He takes pride in being the top-ranked performer in the Select Dealer Group when it comes to the Net Promoter Score and would like to bolster United Office Systems’ nationwide ranking, which sits at 12. Harding added that the most telling analytic from the BEI survey is whether a customer would recommend United Office Systems to a friend or colleague. “It’s just a matter of focusing on what works,” Walsh concluded. “When you do that, you’re able to take care of the customer directly. They’re satisfaction becomes ours.” ♦

About the Dealership: • President/CEO: Michael Walsh • Vice President: Michelle Daniel • Director of Service: David Harding • Number of Techs: 8 • Number of Devices Serviced: 1,640 Why They’re a Platinum Award Winner • First-Call Effectiveness: 62% • Call Back Rate: 28% • Hold for Parts Rate: 10% • Ranking: 12th overall of the 194 dealers

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Charles Lamb

Managed Services

From Water Coolers to Cyber Security: Re-Thinking the Future of Your Business

M

As worldwide competition pushes its way into every industry, your go-tomarket strategy must adapt to the future. But how? Most leaders in our industry say that selling managed services is the way to go.

any folks say they are selling managed services, yet they are not. To compound the issue, IDC studies indicate a decline of worldwide widget (i.e. MFP) sales. As widget sales (MFPs) become commoditized at mature lifecycle where the need for your product base is shrinking, you’ll have to find your future somewhere. I used to laugh at the dealers who took on things like, water cooler sales and service. I thought it was weird and the farthest thing from the copier business. But sometimes you just have to swallow your pride and admit it: water is always going to be in demand and it fits well with a copier dealer’s sales and service model. So where does the future lie for your business? The key question is: “What’s the most important thing to the majority of customers and prospects in your marketplace?” I’m sure you’ll agree that one of today’s critical concerns is cyber security. As many companies do all their business online, security remains THE problem to address head-on. While I wouldn’t say anyone entering the network security space today would be an early pioneer, I think its accurate to say that the oppor-

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tunity is real as no one has developed a sure fire way to protect business data and dealings on the Internet. There’s never been any “one topic” more important to online businesses today. Have you seen the movie The Founder? It covers the birth and development of the McDonalds Corporation. In the movie the founder, played by Michael Keaton, struggles until he realizes he isn’t in the restaurant business, he’s in the real estate business! He worked through some challenging beginnings to finally discover the truth about his company. What if you had a similar game-changing insight about your company? Imagine the possibilities as things become more mobile. What if your company transformed into a developer of mobile apps or a web services company? What will the future office environment require? A Massachusetts-based writer, Pedro Pereira, tracks, analyzes, and reports on the MSP community. In an article dated December 22, 2016, Pedro lists the top five managed service trends that are sure to be relevant for the next 12 months. I’ve tried to offer my own thoughts on these points, but all credit goes to Pedro for the original ideas. • Commoditization Pressure – As commoditization continues to drive service fees lower, it’s the creative packaging of value that keeps your service revenues higher. In your product strategies put an enormous amount of thought into bundling high-value solutions that really meet your client’s requirements. • Cloud Opportunities - Pedro is convinced that within three years 80 percent of businesses will function in the cloud. What if every single part of a business could function in the

cloud? That’s not such a reach if you understand today’s capabilities. But this possibility just screams “integration”—the old and new must work together. Everything must talk and function with everything else. Integration capabilities BUNDLED into your managed services create a HIGH VALUE product. • Cyber security – I once saw a video where a cyber security firm identified 13 billion hack attempts each day. As long as there are “good guys,” there will be “bad guys.” I believe cyber security services will be trending for far longer than the next 12 months. If your company moved to an expert position, your cyber security credentials could be the driver for selling all your other services. • RMM Evolution- As everything becomes mobile and integrated with other systems, every business will need remote monitoring and management more and more. As the speed of business increases, there will be no time for delay. Any pertinent business will need preventative systems in play and an instant access to support when things malfunction. Instant gratification is a topic of conversation; however, it is also a market demand and thus a condition you must be prepared to meet. Accounting and HR are other areas where managed services prevail. To successfully sell these managed services, you should make sure your services “product” has not been commoditized and your offerings have a value wrapper around them, that your competition doesn’t. What does that mean? Imagine your basic copier maintenance agreement included a support piece for taking care of the client’s network. You could be more profitable while laying out a value that other companies don’t offer.

We Saw It In ENX Magazine

continued on page 53


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But first, you have to realize the complexity of managed services and its perceived value to the client. Immense thought and preparation should go into your go-to-market plan and the implementation of the services delivered. Just because you can repair a hole in your jeans doesn’t mean you can weave denim. Selling managed services isn’t easy, and the wrong account could take up to 80 percent of your company’s resources. Remember, when selling managed services, you’re not in widget-land anymore. Most sales reps can seldom tell you a model number or the speed of a device, because their value statements surround the success of their client’s communication and how productive their company will become. It has nothing to do with any one particular component of the deliverable. Managed services aren’t a separate department whose reps overlay widget reps while both pursue the same prospects, each trying to squeak out business from the marketplace. That can be confusing to clients and can dissolve a solid go-to-market strategy. Your company should be known for no more than a few rock-solid competencies. As technology begins to come together and meld into one big blob in the cloud, your value to the client is going to be what you know about running a successful business and how to out perform the competition and all that entails. Examining your go-to-market strategy and taking the time to carefully choose which services your company will sell may change everything you do. In the long run, you’ll be glad you did! ♦ We Saw It In ENX Magazine

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Phone 972-416-3000 • Email sales@ceicopiers.com October 2017 | www.enxmag.com

53


George Seymour

Sales & Marketing

Three Ways Vendor Partners Can Boost Your Sales and Marketing

V

Print and document capture workflow environments continue to get more complex. As part of their solutions, customers want security and better usability. They want a return on their investment not only in reducing paper but also improving workflows and creating new streamlined processes. The specialization required in vertical markets keeps growing.

endors need to bring to the table the expertise to help dealers address these issues with clients. Let’s look at three critical areas where vendors need to help dealers in the marketplace.

Expanding Your Resources

Many dealers are resource constrained. In evaluating vendor partners, dealers need to examine the support they will receive. Your vendor partners should expand your sales and marketing assets to help you win business. And they should provide tools to help prospects calculate return on their investment, not only in reducing paper but also reducing workflows and creating new streamlined processes.

complicated to address with solutions. Markets like health care, financial services, and the federal government are driven by complex security and regulatory requirements to gain control of paper-based workflows. And because these are high-priority needs, organizations have budget assigned to address them. For instance, health care has the best opportunity to move towards paperless work processes, although it will be challenged to go completely paperless. In fact, health care is the only industry that operates under a mandate to achieve paperless transactions, one directed at medical records. The Healthcare Information and Management Systems Society (HIMSS) outlined multi-stage

MARKETS LIKE HEALTH CARE, FINANCIAL SERVICES, AND THE FEDERAL GOVERNMENT ARE DRIVEN BY COMPLEX SECURITY AND REGULATORY REQUIREMENTS TO GAIN CONTROL OF PAPER-BASED WORKFLOWS. AND BECAUSE THESE ARE HIGH-PRIORITY NEEDS, ORGANIZATIONS HAVE BUDGET ASSIGNED TO ADDRESS THEM. Vendor commitment needs to extend beyond programs and include people too. Vendors should deepen a dealer’s team bench so they don’t have to maintain these marketing and sales resources in house. Look for vendor partner programs that offer assigned sales, pre-sales, and technical support along with a committed executive presence. Vendors need to have “buddy systems” in place so that dealers are matched one-on-one with a member of the vendor team—even some senior executives—who are devoted to the lasting success of the partnership and the partners’ business goals.

Pursuing Vertical Markets

Among verticals, the most attractive markets are also the ones that are most 54

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measurement criteria for health care providers to go paperless. That said, the primary issue in health care—as in all verticals—is that there needs to be dramatic changes in workflows. For example, there are still numerous processes that require someone to fill out information on paper which then needs to be entered into a health care system. The concept of enabling secure workflows across multiple devices and users is a fairly common process across vertical opportunities. The big difference among verticals is integration to back-end systems and security requirements that are specific to individual industries. Dealers should look for vendor partners who can

bring vertical specialists that know the industry’s workflows into the sales process. This approach can be a major point of differentiation with customers.

Connecting with CIOs

Another factor common among vertical markets, and enterprise deals in general, is the sales process typically brings in CIOs and other senior IT decision makers. This factor makes it important for dealers to team with vendors that have this market expertise and senior selling experience and are willing to be true partners in collaborating during the sales process. Having the expertise to sit down with CIOs can make a critical difference in achieving sales success. Winning over the CIO can provide an effective counter-weight to cost pressures pursued by purchasing departments that may not fully understand the complexity of the problems you are solving. A best sales practice for dealers that runs across vertical and enterprise markets is having a vendor partner that can engage with CIOs. These opportunities are typically complex solutions that require deep knowledge of security and regulatory requirements. They include customer issues that involve senior IT executives as decision makers.

Creating a Winning Team

To create teams that can win business, dealers need to team with vendor partners that bolster their expert resources, especially in vertical markets and when engaging with CIOs. In doing so, they will have access to benefits that enable them to maximize revenue opportunities and differentiate their businesses throughout, and even beyond, the sales cycle. ♦

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55


Ken Edmonds

Service Management News Briefing

Why Customer Relations Training Is a Must for Technicians

I

t is important to provide regular customer service training to your technicians. They are the face of your company. In most cases, your customers will see your technicians regularly and respect their opinions. If a positive relationship is maintained and the conversations properly filtered, the results will help your company grow.

of using his product. I am sure that was not his intent, but that was the result.

Examples

Under Promise Over Deliver

Recently, I was helping a client with a major install and he related a conversation he’d had with the previous vendor. It was an example of a conversation that shouldn’t have happened. It was so bad, in fact, that it might have cost the previous vendor the account. It seems that the technician for the previous vendor was constantly highlighting internal problems. For instance, he told the client that his company could not get the machine fixed because he had no assistance in troubleshooting the issue. He also stated that he could not order the parts that he needed because they were too expensive. This client’s experience reminded me of something that actually happened to me. While preparing for the install, I attended training for a third-party product. During this training, the instructor gave us a history of the company. It started out very positive, but at a certain point the tone changed, and he began to recite a litany of recent changes and the negative impact they had on the company’s ability to support their product. The result of his comments created a negative impression of the company and support and called into question the wisdom 56

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What to Cover

I will discuss a few subjects that are worth including in your training. You will want to add more. You can also find online classes that cover this subject and may be worth the investment.

One of the most important concepts to instill in technicians is “under promise and over deliver.” Imagine you take your car to the dealer and they tell you it will be ready in two hours. Two hours later you return to pick up the car, but it’s not ready. In fact, it won’t be ready until the next morning. How do you feel? Frustrated? Maybe even angry? Now imagine the same scenario, but instead the dealer said the car wouldn’t be ready until the next afternoon. You go that afternoon and it is ready. Most likely, you are satisfied with the experience. And if they called you in the morning to tell you it was ready early, it would have had an even more positive impact on your feelings about the company. In our business, the same thing applies. If a technician is ordering a part and it should arrive the following morning, it might be better to set the expectation that it will get there by the second day. This allows for any unforeseen circumstances, and if the part does get there the following day, the customer will be pleasantly surprised.

Never Lie

The one thing that helps a technician’s relationship with We Saw It In ENX Magazine

a customer is credibility. It is vital that the customer trust the technician to be honest. This helps maintain the customer’s satisfaction with your company and will influence the probability of future sales. No one in the company should ever give the technician false information to pass on to the customer. I have seen situations where this happened. When the customer found out, they blamed the technician. The result was loss of the customer and the technician.

Avoid Blaming

Perhaps one of the biggest challenges is wanting to blame someone else for an issue. If the technician promises the part for the following day, and then orders it after the deadline, he or she may try to shift the blame to some else: “The parts guy didn’t place the order in time,” “The manufacturer did not ship like they should have,” and so on. It is possible for this to happen any time the technician fails to meet the client’s expectations. Trying to maintain the client’s liking and respect, the technician shifts the blame to someone else. But actually, owning up to the mistake is far more likely to gain the client’s respect and trust. After all, everyone makes mistakes. It is our response to our mistake that helps define our character.

Make It a Regular Part of Employee Training

While I focused on technicians in this article, the same principles apply in every department. If you add customer relations training to all your current training programs, your company will reap increasing rewards. ♦


Printer Tech Tip

HP LaserJet Enterprise M607/M608/M609, M652/M653, and MFP M631/M632/M633, MFP M681/M682 series - Unable to Connect using USB

C

ustomers may call in describing that they are unable connect to their printer with USB. Typically, this occurs out of the box on a new install. This only occurs with Future Smart 4 firmware. SYMPTOMS • Unable to add the printer using the USB port on the printer • Network connectivity is unaffected RECOMMENDED ACTION 1. Connect via network cable and open the embedded web server. 2. Browse to the Security tab and scroll down until Hardware Ports, as seen in the following image. 3. Check both boxes and then click Apply. 4. Add/install printer though USB.

This Printer Tech Tip is contributed by LaserPros (www.laserpros.com). Email any questions to marketing@laserpros.com We Saw It In ENX Magazine

October 2017 | www.enxmag.com

57


Britt Horvat

Technical Tips

Xerox Color 550 & DCP 700: Rebuilding the Second BTR Roll Assemblies (DC250 style) - Time and Patience Xerox Docucolor 240, 250, 242, 252, 260, WorkCentre 7655, 7665, 7675, 7655, 7665, 7675, Xerox Color 550/560/570, C60/C70, DCP700/700i/770, Color Press C75/J75

A

bit of time and a healthy dose of patience (as well as a few replacement parts) are all that’s needed to rebuild one of the DCP700 or Color 550 2nd BTR roller (transfer roll) assemblies. The first few techs who rebuilt these reported that what at first looked like an easy repair turned out to be quite complicated. I have been wanting to write an article on one for some time now. For this article I recruited my brother Kurt’s help. He showed me how the assembly comes apart and with his guidance the repair became far more approachable. As is true with most things, the repair gets easier with experience. There are a few tidbits of knowledge which make this procedure go a lot smoother. One of the keys is to slide the pivot shaft out through the front end of the unit rather than the rear. The temptation is to leave a pair of e-clips on the shaft and slide it out through the rear end—but as it turns out, there’s a ground clip inside which you need to sneak the shaft past. The rear end of the shaft is rounded to help get it by that ground point. You’ll also see there are parts which don’t need to be removed at all, in particular the cam shaft and all the hardware on that part of the assembly.

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There are two types of screws on this assembly: long plastic thread screws and short metal thread screws. It’s important to put the correct kind of screws back in the right spots or you’ll run into problems. The instructions below will mention which type of screw is in each position. There are four versions of this assembly depending on which model machine you’re working on. Though all are similar, they are not completely interchangeable. • DC250 version: 059K45987 / 059K88420 (for: DC240/DC242/ DC250/DC252/DC260, WC-7655/7665/7675, WC7755/7765/7775) • 550 version: 059K68395 (for 550/560/570, C60/C70) • 700 version: 059K55905 / 059K78323 (for DCP 700/700i/770) • J75 version: 059K79314 (for J75 / C75) For this month’s article, we’re going to tackle the bulk of the rebuild procedure. We’ll use the 550 version as the guinea pig. Note that the 700 and J75 versions are extremely similar in their complexity. I’m told the DC250 version is easier to take apart. We will get all the way through freeing up the subassembly which has the transfer roll / blade / brush and wax bar so that it can be lifted out of the unit. Then, next month, we’ll finish the procedure and look at We Saw It In ENX Magazine

the differences between the four versions. You’ll want to keep the following tools handy: • Philips head screwdriver (or 5.5 mm nutdriver) • Small flat-bladed screwdriver • Needle-nosed pliers or a spring hook. PROCEDURE: 1. Use a spring hook or needlenosed pliers to remove the two tension springs at the bottom of the unit (one each at the front and rear ends, see photo #1)

Photo #1: Remove tension springs

Photo #6: One screw to remove the front inner cam plate.


2. Take notice of the position of the 2 “dashes” on the cam adjust collars (see photo #2). In this example and on all of the ones we’ve seen so far, these two dashes are positioned at the very top of the unit (at the 12:00 position). This is true for both the front and rear cam adjust collars. Important NOTE: the two cam adjust collars are not identical. Instead, they are mirror images of one another. You can tell them apart because the one at the front end is the thicker of the two. 3. Remove the front-end cover (1 screw at the upper left corner: short machine thread), then shift cover to your right and let it hang by its wiring harnesses. (see photo #3) 4. Take off the top entrance baffle (the metal baffle). Remove 2 screws from the top and 1 from the front end (see photo #4). 5. Next the front inner bracket can come off (4 screws from the front. Of these, 3 are long plastic thread screws. The one on the lower left is a short metal thread screw) 6. Next, take off the large front gear (1 e-clip) and then the front cam adjust collar can also slide off (but see the important note in step #2!)

7. Also pop off the small front gear (1 e-clip) 8. The front inner cam plate can now come off. Extract it from around the BTR roll’s shaft. Be careful with the little cam indexing finger, though. This finger is spring loaded and not captive, so it can easily fall off if you’re not paying close attention. NEXT for the rear end (see photo #8): 9. Remove the BTR drive gear (DC250BTRDG) from the end of the BTR roller’s shaft (it is just pushed onto the D-shaft and will pop off fairly easily). 10. Also remove the BTR drive idler gear (DC250BTRDIG or DC700BTRDIG) from its shaft (1 e-clip) and then remove 2 other e-clips from the same shaft behind where the gear was mounted. (see Photo #8) 11. Remove the rear BTR roll bias contact (1 screw – short machine thread) 12. Next take off the rear plastic plate. This plate is black plastic and had the bias contact attached to it. It also holds the cam adjust collar’s indexing pin (as with the one on the front end, this piece is spring loaded. Be very careful as the indexing finger can pop

or slide off and get lost). There are 3 screws. The bottom screw has long plastic threads and the two upper screws have short machine threads. 13. Now you can remove the cam adjust collar and its bearing from the BTR roll’s shaft (1 e-clip). 14. Extract the rear cam inner collar from the BTR roll’s shaft as well. 15. Slide the pivot shaft out through the front end. Important NOTE: When reassembling, you will need to insert the pivot shaft in again through the front end so that the rounded rear end will make it past a ground clip inside the pivot frame. Ok… so I hate to leave you all hanging! But we’ll need to wait till next month to do the honors of actually lifting the BTR roll / brush / blade / wax bar assembly out of the unit (hint: you’ll be lifting the front end out first and you’ll want to be gentle with the mylar seal blade on the unit). Next month we’ll also take a good look at the various versions and what makes them different from one another. We’ll take an especially close look at the gears on each version. Enjoy your October! Happy repairs, folks!

Photo #3: Front end Photo #2: Notice the location of the markings on the cam adjust collar

Photo #7: Front inner cam plate shown removed from the unit. Be careful not to lose the Indexing Finger from either end of the unit. They are spring loaded and not captive.

Photo #8: Rear end

Photo #4: Top entrance baffle: One screw from the front, one up top near the front and another near the rear end.

Photo #5: Front indexing bracket (4 screws, #2 is the only machinethread of the 4)

Photo #9: Rear cam plate (4 screws)

Photo #10: Extract pivot shaft out front end

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OCTOBER 2017

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OCTOBER 2017

Display Advertisers Index Future Graphics...................... 31 Phone: 1-800-394-9900 www.fgimaging.com Hytec......................................... 57 Phone: 1-800-883-1001 Phone: 1-407-297-1001 Fax: 1-407-297-4310 www.hytecrepair.com IDS-International Digital Solutions................................... 15 Phone: 1-888-372-3700 Fax: 1-562-921-1167 sales@idswc.com ImagineIT................................ 55 Phone: 585-872-5802 Empties@ImagineRecycling.com Intercom Exporting Inc.......... 35 Phone: 1-800-960-1119 www.intercomcopiers.com ISN Partners............................ 37 www.isn-partners.com ITC Supplies............................ 33 Phone: 1-877-933-5558 sales@itcsupplies.com Mars International.................. 51 Phone: 1-973-777-5886 Fax: 1-973-777-5889 www.marsintl.com Mito............................................ 5 Phone: 86-756-6291876 Fax: 86-756-2535769 www.mito.com.cn Mps&IT................................... 53 Phone: 1-888-823-0006 www.MPSandIT.com/fusion

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Samsung..................................... 9 Phone: 1-866-SAM4BIZ www.samsung.com/b2bprinters Static Control............................ 2 Phone: 1-919-774-3808 Phone:1-800-488-2426 www.scc-inc.com Supplies Network.................... 19 Phone: 1-800-729-9300 www.SuppliesNetwork.com Supplies Wholesalers......... 66-67 Phone:1-866-817-8795 www.SuppliesWholesalers.com TonerCycle-InkCycle.............. 21 Phone: 1-877-894-8387 www.inkcycle.com Toshiba..................................... 68 Contact National Distributors ACM Technology 1-800-722-7745 Collins Distributing 1-800-727-0884 IDS 1-888-372-3700 Supplies Network 1-800-729-9300 World Of Fax........................... 63 Phone: 1-800-634-9329 Phone: 1-866-FAX-PARTS WorldOfFax.com CopierPartsStore.com Zhono....................................... 45 sales@zhono.com www.zhono.com

October 2017 | www.enxmag.com

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ENX Magazine October 2017 Issue  

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