Download - July 2008 Office Technology
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Q&A: Ronelle Ingram
Long-time volunteer assumes
2008-09 BTA presidencyby Brent HoskinsOffice Technology MagazineOn July 1, Ronelle Ingram became the74th national president of the Business TechnologyAssociation (BTA). She is vice president of technicalservice at Steven Enterprises Inc., a 16-year-old wide-format dealership located in Irvine, Calif.
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CONTENTS
The Solution Specialist
Providing a needed
competitive edge by Brent HoskinsOffice Technology MagazineFor some dealers, the old way isviewed as the best way. Sellingboxes against a monthly quota remains the status quo.For others, a transition has taken place. They have out-paced competitors and are seen by their clients astechnology partners, helping to streamline document-based business processes and providing solutions.
Volume 15 � No. 1
18
10
22
F E A T U R E A R T I C L E S
Service, Parts & Turns
Do your technicians
have what they need?By Jack DuncanJack Duncan ConsultingSometimes we forget that service and parts are really“joined at the hip.” Service cannot make the necessarymargins if there is an excess number of rescheduledservice calls due to lack of parts at the right place andthe right time.
C O U R T S & C A P I T O L S
25 Finding Fulfillment
Use intrinsic motivators
to build successby David RamosStrategy DevelopmentWhen Michael Jordan came out of retirement for thesecond time, he said he needed the competition — thechance to prove himself against younger players —more than the money. Many successful businesspeo-ple who could afford to retire keep on working. Suc-cessful people find fulfillment in the work itself andnot just the money they earn.
P R I N C I P A L I S S U E S
The Family Business
Be sure to address the
challenges & threatsby Robert C. GoldbergBTA General CounselThe consolidation that has taken placeover the last 25 years has resulted in a unique businessprofile for the independent dealer. Today, a majority ofindependents represent family businesses, which havemany advantages, but face many challenges as well.
24
D E P A R T M E N T S6
8
30
Executive Director’s Page
BTA President’s Message
Advertiser Index
29 Leadership Strategies
Progressing from
concept to coachby Tom KramerStrategy Mapping SellingLeading today’s sales team is a complex job and ittakes much more than just managing and motivatingpeople. Today’s business environment has changeddramatically, and along with it, the traditional man-ager’s job of command and control has evolved into aleadership role characterized by collaboration, com-munication, coaching and empowerment.
S E L L I N G S O L U T I O N S
27 Telemarketing Success
Steps to get the
appointment via telephoneby Jim KahrsPPMC Inc.Almost every dealership I have ever worked with waslooking for ways to grow sales. Very often the gameplan included a telemarketing component aimed atgetting the sales team in front of qualified prospects.For some reason, telemarketing is an area of difficultyfor many. With that in mind, I have dedicated this arti-cle to describing a plan that will bring success.
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Executive Director/BTAEditor/Office Technology
Brent [email protected]
(816) 303-4040
Associate EditorElizabeth Marvel
[email protected](816) 303-4060
Contributing WritersJack Duncan, Jack Duncan Consulting
www.jackduncanconsulting.com
Robert C. Goldberg, General Counsel Business Technology Association
Jim Kahrs, Prosperity Plus Management Consulting Inc.www.prosperityplus.com
Tom Kramer, Strategy Mapping Sellingwww.strategymappingselling.com
David Ramos, Strategy Developmentwww.strategydevelopment.org
Business Technology Association12411 Wornall Road
Kansas City, MO 64145(816) 941-3100
www.bta.org
Member Services: (800) 505-2821BTA Legal Hotline: (800) 869-6688
Valerie BrisenoMembership & Marketing Manager
Mary HopkinsDatabase Administrator
Teresa LeerarBookkeeper
Brian SmithMembership Sales Representative
©2008 by the Business Technology Association. All RightsReserved. No part of this publication may be reproduced by anymeans without the written permission of the publisher. Everyeffort is made to ensure the accuracy of published material.However, the publisher assumes no liability for errors in articlesnor are opinions expressed necessarily those of the publisher.
EXECUTIVE DIRECTOR’S PAGE
Where I l ive,
in suburban
Kansas City,
Mo., we have not yet
reached the $4 mark
for a gallon of unleaded
gasoline. Perhaps it is
just a matter of time. Of
course, I know many of you are now at $4-
plus a gallon. How are you addressing rising
gas prices at your dealership? I asked the
question in a recent e-mail survey of Office
Technology dealer readers. Here is a sam-
pling of the responses:
� “We have raised our trip charge for
billable customers and added a $3.25 fuel
surcharge to contract customers.”
� “Upon the anniversary of our mainte-
nance agreements we are increasing our
rates at a higher percentage.”
� “Like most everyone, we raised our
per-mile to tech to compensate for the extra
difference. In addition, we’re giving out gas
cards at weekly service meetings. As of yet,
since we don’t use company cars, we haven’t
added any surcharges to customers.”
� “Thinking of adding a fuel surcharge for
per-call and maintenance contract cus-
tomers in the range of $12 for each service
call on a per-call basis and a f lat $5 per
month on maintenance contract customers.”
� “We have raised our travel charge for
more distant customers and we are trying
to solve more problems over the phone.”
� “At this time we have not had to pass
along any price increase to our clients. We
changed our default freight carrier, which
seems to have helped. We continue to
monitor our freight bills and staff gas costs
and will reassess as needed.”
� “Minimizing trips, vehicle maintenance,
reducing weight in vehicles. At this point, we
have not implemented a surcharge.”
� “Increased mileage reimbursement to
techs. Raised hourly rates to customers from
$125 to $135 per hour. Increasing MA’s annu-
ally by 12 percent, which is a bump from 10
percent.”
� “We have traditionally offered free de-
livery. However, we are currently exploring
the possibility of charging a nominal fee for
deliveries less than $100.”
� ”We are paying mileage. With gas at
$3.99 per gallon, we are paying 45 cents per
mile. We are also charging for supply deliv-
eries except for machines under full main-
tenance.”
� “We are stuck. Ninety percent of our
customers are on CPC contracts, meaning
we don’t bill them regularly, so we can’t add
a surcharge. Our charge customers are few
and far between.”
� “We have added an explicit ‘fuel sur-
charge’ of $5 to every billable service call
invoice and, to date, we have received very
little ‘push back’ from customers.”
� “We raised our annual increase by 1
percent on all service contracts.”
� “We charge all new customers $5 ship-
ping and handling on each invoice for
monthly service. They are not happy about it.”
� “We have switched to a lower cost
vendor for delivering our supplies to cus-
tomers under maintenance agreements.
We have not added any surplus charges at
this time for supply deliveries, but we are
increasing our annual maintenance con-
tract renewal prices by an additional 5
percent on average.”
Additional responses can be found with
this column at www.bta.org. �
— Brent Hoskins
Rising Gas Prices —What’s The Answer?
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®
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BTA PRESIDENT’S MESSAGE
Ihave always be-
lieved that the most
important part of
your company is the
employee. Sales, cus-
tomer service, profits
and a pleasant working
atmosphere are impor-
tant to the success of your business. In each
case, it is the employees who create your
sales, customer service, profits and pleasant
company culture.
As an active BTA member who has never
been a business owner, I am personally
aware of the employee side of working in
the office technology industry. As a senior
manager, I have dealt with job descriptions,
placing ads, interviewing, hiring, training,
labor hours, motivating, firing and always
keeping an eye on profitability.
For those of you who are owners, I en-
courage you to open up BTA member activi-
ties to all of your employees. Encourage
them to sign up for the BTA Hotline Online,
read this magazine, regularly visit and
explore the BTA Web site, and attend BTA
meetings, conferences and educational offer-
ings. You do not have to be a business owner
to be actively involved in BTA. My first rela-
tionship with BTA was attending the FIX:
Cost Management for Service course in 1975.
Today, 30-plus years later, I am still actively
involved as a BTA volunteer instructor of
FIX, and now as national BTA president.
Throughout my work history, I have been
privileged to be guided in my life’s work by
the people I have met through my associa-
tion with BTA. Through it all, BTA’s mem-
bers, activities, knowledge transfer, maga-
zine, conferences, meetings, dinners, and
professional and personal relations have
made my privileges as an employee of a
member company invaluable. BTA has been
my business partner, enabling me to sur-
round myself with successful people who
serve as role models, mentors and friends.
Whenever I have needed another dealer to
help me do an inter-territorial installation
anywhere in the United States, for example,
I have gone to the BTA list of member
dealers. When I call to make an inquiry as
to the willingness of another dealer to
partner on an installation, I always refer to
our BTA connection.
So, again, I encourage you to share the
value you receive from your BTA member-
ship with your employees. Th e more
involved and knowledgeable all employees
are, the greater their potential for under-
standing the big picture.
If you have taken advantage of your BTA
membership, then you know its value. When
I simply consider one call or one e-mail
exchange with BTA’s General Counsel Bob
Goldberg, as an example, his services alone
are worth the cost of your membership dues.
He works diligently to provide owners and
key employees with legal help that is invalu-
able in the day-to-day needs of a dealership.
Unfortunately, when working the BTA
booth at various business shows and confer-
ences, I am saddened by those who walk into
the booth and say BTA never does anything
for them. When I ask them if they have
attended any seminars or conferences, called
Bob Goldberg, taken advantage of our free
monthly webinars, or read BTA Hotline Online
and Office Technology, I receive blank stares.
Take it from someone who knows firsthand
— if you give nothing and take part in
nothing, you will receive nothing in return. �
— Ronelle Ingram
Share BTA’s Value With Your Employees
®
2008-2009 Board of Directors
PresidentRonelle Ingram
Steven Enterprises Inc.17952 Sky Park Circle
Ste. EIrvine, CA 92614
President-ElectBill James
WJS Enterprises Inc.3315 Ridgelake DriveMetairie, LA 70002
Vice PresidentRock Janecek
Burtronics Business Systems Inc.216 S. Arrowhead Ave.
P.O. Box 1170San Bernardino, CA [email protected]
BTA EastTom Ouellette
Budget Document Technology251 Goddard Road
P.O. Box 2322Lewiston, ME 04240
BTA Mid-AmericaMike Blake
Corporate Business Systems LLC6300 Monona DriveMadison, WI 53716
BTA SoutheastBob Smith
Copiers Plus Inc.408 Chicago Drive
Fayetteville, NC [email protected]
BTA WestGreg Valen
Hawaii Business Equipment Inc.Toshiba Business Solutions - Hawaii
590-A Paiea St.Honolulu, HI 96819
Ex-Officio/General CounselRobert C. Goldberg
Schoenberg Finkel Newman & Rosenberg LLC222 S. Riverside Plaza
Ste. 2100Chicago, IL 60606
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by: Brent Hoskins, Office Technology Magazine
The Solution SpecialistProviding a needed competitive edge
For some dealers, the old way is
viewed as the best way. Selling
boxes against a monthly quota
remains the status quo. For others, a
transition has taken place. They have
outpaced competitors and are seen by
their clients as technology partners,
helping to streamline document-
based business processes and pro-
viding solutions to overcome pain
points. In between are those dealers
who have seen the “writing on the
wall,” so to speak, and are now making
changes in order to ensure the long-
term viability of their dealerships.
Among those dealers in the latter two groups, one of the
focal points of change is the addition of the solution spe-
cialist. While the job description for this new role in the
sales process may vary somewhat from dealership to dealer-
ship, the vision is generally consistent. This is the person
who is helping the dealership do more than just sell boxes.
He (or she) is charged with the responsibility of under-
standing the customer’s business processes and facilitating
the implementation of a software-based solution or integra-
tion of hardware with existing software applications.
Darrell Amy, founder of the sales and marketing consul-
tancy Dealer Marketing Systems and instructor for the Busi-
ness Technology Association’s ProSolutions workshop, notes
that, today, when dealers are talking about “solution sales”
they are most often talking about document management or
managed print services solutions. “The solution specialist is
the person who comes alongside the sales rep to help drive
these software-based opportunities through to fulfillment,”
he says. “Typically, sales reps engage this person once they
have found an opportunity in the account for a solution sale.”
The solution specialist is an “overlay” to the general line
sales force that is “specif ical ly
responsible for supporting the sale
of connectivity and software,” says
Dennis Amorosano, senior director
of software product marketing and
solutions business development for
Canon U.S.A. Inc., in agreement.
“This is someone the general line
sales force can cal l on in cases
where they run into selling opportu-
nities for technologies that are
above and beyond the core hard-
ware products that they are typically
trying to drive day in and day out.”
In some dealerships, a current
employee is transitioned into the solution specialist role.
Other times, he is recruited from value-added resellers, system
integrators or software vendors. Whatever the case, the solu-
tion specialist who is involved in pre-sales activity should “be
able to understand workflow and processes and how they
relate to the key measurements of profitability inside a busi-
ness,” says Amy. “The dealership will ‘miss the boat’ if it sends
out a technical person who doesn’t know how to bridge the
gap between technology and the real business world.”
Thomas Davis, vice president of marketing applications
development for Sharp Imaging and Information Company
of America, cites one other key trait of the successful solu-
tion specialist. “He or she has to be an individual who under-
stands that it is the MFP you are selling, not applications
and integration services,” he says. “Everything has to lean
toward how the MFP is going to integrate with the applica-
tions the customer currently has or that the dealership is
going to implement. The MFP is the dealer’s core business.”
Can the general line sales representative simply take on
the dual role of solution specialist? “While every dealer and
every manufacturer would love to see the day when the
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general line sales force is
capable enough to be able to
drive a box as well as a solu-
tion-based selling approach,
today’s reality is somewhat
distant from that,” says
Amorosano. “That is not to
say that it has not improved
dramatically in recent years,
because certainly it has. But,
there is still no question that
when you look at the sales
personnel inside of the
channel operations, you will find that you will have a lot of
folks who are making their living on being successful in
driving boxes.”
With that reality and the growing requirements among
end-users for software-based solutions, a separate solution
specialist is important, says Amorosano. “Given the nature of
the expectations on the part
of the customer, I think it is
almost incumbent upon
dealerships to layer capabili-
ties into their organizations
to be able to sell to these new
requirements,” he says. “If
they don’t, they’re going to
wind up in situations where
they are either going to get
outsold or find themselves
just trying to break out of the
commoditization that has
entered our business to a great degree. They are also going to
get caught in scenarios where they have to compete on price,
which is certainly not a business model that is tenable for any
dealer on a long-term basis.”
Davis offers a similar comment. What is going to happen
to the dealership that has no solution specialist? “It is going
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“Given the nature of theexpectations on the partof the customer, I think itis almost incumbent upondealerships to layer capabilities into theirorganizations to be ableto sell to these new requirements.”
— Dennis AmorosanoCann U.S.A. Inc.
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We know how much technology needs good people, which might be why
people are saying such good things about us. At Toshiba, we know the copier’s
just the beginning. It’s people who make the real difference—dealers working together
with us to offer customers better solutions. And that’s another reason we work so hard to make sure our
dealers know how much we appreciate them. To learn more about joining our award-winning
team, please call 949-462-6165 or email [email protected].
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—Andy Slawetsky, President, Industry Analysts, Inc.
©2008 Toshiba America Business Solutions, Inc. Electronic Imaging Division. All rights reserved.
Toshiba ad May 08:Layout 1 4/16/08 12:41 PM Page 1
to lose to the competition,”
he says. “Someone will go
into the customer location
— a specialist or someone
with application knowledge
— build a reputation and
friendship with the decision
maker, and the incumbent
dealership will lose the busi-
ness. These are not kind
words, but that’s the reality.”
The list of reasons for
dealerships to have one or
more solution specialists on staff appears to be growing.
Among them are the greater margins on both hardware and
software that can be realized, says Mitch Morgan, former vice
president of professional services (developed for IKON by
Morgan) for IKON Office Solutions and now president of Pro-
fessional Services Roundtable, a dealer peer collaboration
consultancy. “And I think it
is going to enhance the
value of the dealership,” he
says. “If the dealership is
prepared for future tech-
nologies, any external re-
view or valuation would
probably incorporate that.”
In addition, “more oppor-
tunities will occur than ever
before,” says Davis. “Under-
stand that, in some cases,
without a specialist , the
dealership won’t go back to the customer until the contract
is up in three years. But now, with a specialist, there is
reason to go back in on a more frequent basis to understand
what the customer is doing. It’s a whole different talk track
and it is entry into the door.”
Given the reasons for adding a solution specialist, have
dealerships taken the step? An e-mail survey sent to Office
Technology dealer readers for this article provides a favor-
able indication. Of the 72 respondents, 76 percent indicate
that they do employ one or more solution specialists. Specif-
ically, 53 percent indicate that they employ one, while 47
percent indicate that they employ two to five.
However, another question in the survey asked readers to
select from three choices to describe the result of employing
one or more solution specialists. Only 14 percent of those
responding to the question selected, “We are realizing sub-
stantial increased revenue and profit.” Meanwhile, 62
percent selected, “We are realizing moderate increased
revenue and profit.” The remaining 24 percent selected, “To
date, we are realizing no increased revenue and profit.”
If the benefits of adding a solution specialist are thought to
be so significant, why does the survey seem to reveal less than
ideal results for many dealerships? Morgan suggests that the
problem lies with the definition of “solution specialist” among
dealers and the expectations of the person in that role. “I
would challenge that 76 percent really have what I describe as
a dedicated pre-sales solution specialist on board,” he says,
noting, too, that the role of the specialist is often not clearly
defined. “I would estimate that a third of those 76 percent
don’t really have somebody in place with role clarity, an expec-
tation of accountability and a focus on pre-sales activity.”
Amy agrees. “The question is: Are those solution special-
ists properly engaged inside of the dealership?” he asks. “Do
they know what they should be doing? Or, are they just
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“... In some cases, withouta specialist, the dealershipwon’t go back to the customer until the contractis up in three years ...With a specialist, there isreason to go back in on amore frequent basis ...”
— Thomas Davis, Sharp Imaging and Information Company of America
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‘flying out there’ on their own? Many times, with the absence
of a job description, the solution specialist gets thrown all
over the place. One week he is working on the dealership’s IT
problems, the next week he is sent out to a problem with a
major account. So, a lot of dealers have them, but not all of
them are effectively using them.”
The effective use of the specialist will occur when sales
representatives are trained to seek document-related pain
points and then quickly engage the specialist to conduct a
business process analysis, says Amy. “When those two key
components are working in concert, that’s where we are
seeing dealers enjoy profitable success with solutions,” he
says. “When they are not, the solution specialist is just
going out to demonstrate software and everybody gets frus-
trated with the long sales cycle, which usually becomes the
eternal sales cycle.”
The dealership must provide “metrics-type role clarity”
where the solution specialist has specific areas of focus that
will “help drive the activities and behaviors that are going to
result in success,” says Morgan. “The way to drive that
behavior is to align specialists with specific reps or specific
teams. Have them very, very visible in the sales bullpen.”
Amy adds that another contributor to the dealership’s
success is proper marketing of its solutions program,
including the promotion of the solution specialist ’s
expertise. “Initially, we think the solution specialist is a sales
rep, but if you think about the context of what we are selling,
it is the solution, and the specialist is actually a part of that
solution,” he explains. “That person’s knowledge and capa-
bility is as much a part of the package as the MFP or the soft-
ware. So, in essence, when you are investing in a solution
specialist, you are actually investing in a sellable asset.”
If yours is among those dealerships that do not employ a
solution specialist, perhaps it is time to consider the com-
petitive edge and added revenue this position could
provide. Consider, too, the value of developing tighter rela-
tionships with customers. “If someone has a document
management system that your dealership installed, you are
always going to be involved with the hardware connected to
it,” says Amy. “Adding a solution specialist is an exciting and
very practical way to be able to lock-in relationships with
clients in today’s extremely competitive
environment.” �Brent Hoskins, executive director of the
Business Technology Association,
is editor of Office Technology magazine.
He can be reached at [email protected].
16 | w w w . o f f i c e t e c h n o l o g y m a g . c o m | J u l y 2 0 0 8
Your PerspectiveThe final question of an e-mail survey conducted in conjunc-
tion with this article asked dealers: “Do you have any generalcomments you would like to share on the topic of the solutionspecialist?” Following is a look at some of the comments received.(See this article at www.bta.org for additional comments.)
“We have found that having a person in just the role of solu-tion specialist is not working. Of our solution specialists, we haveone who also is a hardware sales rep and the other four areIT/technicians. We find that it is easier to develop leads fromwithin service than through sales.”
“Without a solutions specialist it’s impossible for a sales rep tosucceed in the print management and especially the documentmanagement arena. We learned early on [that] a rep can makesome serious mistakes without a specialist’s assistance throughoutthe sale.”
”A solution specialist has given us credibility. [We are] nolonger just ‘a copier company.’ It also has increased the numberof billable clicks. However, competition has driven the per-clickcharge down, taking away the ‘net gain.’”
“Solution sales is a top-down initiative for the entire company.”
”We recognize the need for such a person(s) since it hasbecome very obvious to us that our current complement ofaccount executives are incapable of selling solutions. [We are]currently looking at profiling and writing a job description.“
“It is a necessary position to stay competitive in the hardwaremarket.”
“The future will belong to firms that embrace ‘a consultativesolution sales’ posture. We have committed to this businessmodel.”
“We are using our sales reps as a quarterback for solutionsales with a solutions team supporting the rep in pre-sales, imple-mentation, installation and support of the software.”
“[It’s] hard to justify the costs. We need two more copier repsfirst, then we can consider it. It’s a ways away.”
“We realize that a solution specialist is important to futuregrowth, but to this point it has been a big investment in time andtraining with minimal results. [It is ] very frustrating and the econ-omy hasn’t helped in this area.”
”Solutions set us apart from our competition. Software andservices allow us to partner with our clients and prospects indeveloping viable plans to assist with increasing their efficienciesand lowering the cost of their operations.”
“Our solution specialist was employed with a software compa-ny and sold and supported software packages, so he is capableof and expected to make calls on his own as well as to assistsalespeople ...”
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by: Brent Hoskins, Office Technology Magazine
Q&A: Ronelle IngramLong-time volunteer assumes 2008-09 BTA presidency
On July 1, Ronelle Ingram
became the 74th national
president of the Business
Technology Association (BTA). She
is vice president of technical service
at Steven Enterprises Inc., a 16-year-
old wide-format dealership located
in Irvine, Calif.
After graduating from UCLA,
Ingram entered the office tech-
nology industry. She was the first
female graduate of Savin’s full-line
technical training school, which led
to a position as a field service techni-
cian. After two years as a technician,
Ingram moved into a ser vice
manager position at a Mita dealer-
ship in Southern California. She then
moved on to FKM Copiers, also in
Irvine, where she spent 16 years as director of service and
director of supply sales.
Ingram is known to many in the industry as a presenter
and writer. She has openly shared with others the trials and
tribulations of her life in service management through her
monthly columns in several industry publications. Ingram is
also the author of the book “Service With A Smile,” which has
become known as a service manager’s best friend.
Recently, Office Technology magazine had the opportunity
to visit with Ingram. She was asked about her role as a BTA
volunteer, the association and the dealer channel. Following
are her responses.
OT: What led to your service as a BTA volunteerand how have you benefited from your years ofservice to the association?Ingram: I first became involved with BTA in 1975. After
being a successful field service
technician for Savin , I was
approached and hired by a start-up
copier dealership as their entire
service department. This is where
BTA first became part of my life. I
attended the FIX: Cost Manage-
ment for Service course that is
offered by BTA (then NOMDA).
In 1985, I became the instructor
for FIX. Through the years I have
“attended” 100-plus presentations
(as an instructor) of the course.
Each and every FIX has offered me
new ideas and reminded me there is
always room for improvement when
running a service department.
FIX has been the unequivocal cat-
alyst to everything I have achieved
as an office equipment field service professional. Being an
involved member of BTA has opened doors of opportunity to
me that would have never happened if not for my involvement
as a volunteer.
As a non-owner, early in my career as a working techni-
cian, I realized attending industry events would stretch my
personal budget. Being an active BTA volunteer offered me
free admission to local events in exchange for helping out at
the event. Soon I was being asked to participate as a
speaker and writer. Before long I had earned the right for all
my expenses being covered in exchange for my active par-
ticipation in industry events.
Keeping active in BTA and industry events is an easy way
to find out what is happening, what is important and what I
need to know to improve myself as an employee. It makes me
focus on the importance of each employee doing his or her
fair share to create profit within the company. Actually, I have
Ingram July 08:Ingram July 08 6/30/08 3:45 PM Page 10
used the greater part of my personal
vacation time to take part in these
events. Personally, I would rather be exer-
cising my mind by learning than getting a
suntan at an expensive resort.
I believe in the value of BTA participa-
tion from a very selfish point of view. I
have received more than 30 years of non-
stop knowledge, friendship and adven-
ture. I am a more valuable employee to
the business for which I work because of my BTA involve-
ment. The more I give, the greater the return on my effort.
OT: What do you bring to the BTA presidencythat you believe will assist you in serving theassociation and its members? Ingram: I know service. I understand all aspects of the
service department — dispatcher, field tech, parts person,
warehouse manager, interviewer, trainer, maintenance
agreements and, always, the need for profitability.
Beyond my service department expertise, I bring other
notable experience to the BTA presidency. For example, I
have worked for independent dealerships and for a manu-
facturer. In addition, as the instructor for BTA’s FIX course, I
have taught thousands of service profes-
sionals how to create profitability within
their service departments. And, finally, I
have shared the BTA philosophy over
international borders through presenta-
tions in Australia, New Zealand, Canada,
Europe, the Caribbean and all 50 states.
OT: What do you hope to accom-plish during your year as na-
tional BTA president? Ingram: My biggest hope this year is to spread the power of
dealers working together for the common good of each other,
the buying public and the industry as a whole. Profit is a vital
part of the American way of life. The better trained, mentored
and managed your employees are, the happier and more pro-
ductive your workforce will be. Happy employees create happy
customers. Happy customers create profit. BTA is the perfect
vehicle to educate and inspire workers and company owners.
OT: Why do you believe BTA is important to theoffice technology industry and to the inde-pendent dealer channel?Ingram: Just as our industry continues to change, so does BTA.
My biggest hope this yearis to spread the power of dealers workingtogether for the commongood of each other, the buying public and the industry as a whole.
w w w . o f f i c e t e c h n o l o g y m a g . c o m | J u l y 2 0 0 8 | 19
WJS, he remains system support manager, handling pre- and post-sales support.
Throughout the 26 years he has been involved in BTA, James hasheld several local and national positions, including BTA Southeastdistrict treasurer, vice president, president-elect, president andSoutheast representative on the national board of directors. Lastyear, he served on the national board of directors as vice president.In addition, he has served as an instructor and has been on severalBTA committees, including the Convention, Digital Task Force andNominating Committees.
James first volunteered for the association to improve his skills,but he says he has received more than just extended education fromBTA. “I would say that my initial reason to get into the SPRINT(NOMDA SPRINT instructor) program was to gain experience in pub-lic speaking,” says James. “The reward that lasted was the informa-tion learned in meeting with other dealers and the lasting friendshipsthat were made.”
As president-elect, James hopes to make dealers more aware ofthe programs BTA offers and get members to be more active in theassociation. “We have to encourage people to sign up for our edu-cation classes and seminars and get them involved in the associa-tion,” he says. “You don’t get value out of your membership unlessyou get involved.”
— Elizabeth Marvel
BTA 2008-09 President-Elect Bill JamesBill James graduated from the State College
of Arkansas (now University of CentralArkansas) in Conway, Ark. He received aBachelor of Science in mathematics with aminor in physics and then went on to graduateschool at Louisiana State University in BatonRouge, La., where he received his Master ofScience in mathematics before moving into the
industry and joining BTA.After graduation he was hired by Olivetti Corp. where he was
assigned to sell the company’s P101, the Programmable DesktopCalculator, which was the predecessor of today’s desktop computer.
As the programmable products division at Olivetti became moreadvanced, James moved into the programming department fromsales and eventually became district software manager.
In 1980, he started his own company, Micro Programs, whichprovided software development and services and in 1982, with thehelp of a partner, he started Micro Systems, a company that soldturnkey accounting systems for wholesale distributors. He took oversoftware development and the company began handling computersystems for Northstar, Televideo and Acer and eventually ported thesoftware to MS-DOS for use in Windows.
James began working for WJS Enterprises, a Canon dealership,in July 1991 as system support manager. Today, after 17 years at
Ingram July 08:Ingram July 08 7/1/08 2:14 PM Page 11
Everyone is welcome to become a
member and take advantage of all the
offerings of BTA membership. This
includes independently owned dealers,
suppliers and manufacturers. An open
line of communication and education is
vital to our mutual profitability. There is
strength in numbers.
When you join BTA, you find that the
contacts and opportunity to meet and
learn from industry experts is enormous. Everything I am in
the industry today I owe to the foundation BTA educational
programs have extended to me over 30 years of learning.
There is also the opportunity to network with your contem-
poraries. Through the years, I have met many individuals
who have become my mentors and my friends.
OT: What do you see as the greatest challengesfor today’s independent dealer?Ingram: In a word: Education. An uninformed person is a
menace to themselves, his or her customers and the dealer-
ship’s profitability. If you don’t understand what you are sup-
posed to be doing, you probably won’t do it very well. Dealers
must take on the responsibility of constantly pushing the
envelope of staying abreast to what is
happening within our profession.
OT: What advice would you offerthe non-BTA member dealer intoday’s competitive market?Ingram: Opportunity rarely knocks on
your door. Calamity leans on the door-
bell . Al l the value available to BTA
members is on the other side of the
door. Schedule the time to invite the vast opportunities of
knowledge and success into your business. BTA staff and
members have already done the work to acquire and
organize the best providers of information. We have had
dues-paying members for more than 80 years and because of
their commitment to the association, you can open the door
and reap the rewards of BTA’s heritage of doing for dealers
what they cannot do for themselves. Please get involved.
Call me at (714) 744-9032 or e-mail me at [email protected]
if you would like to get more involved in BTA events. BTA
belongs to all of us. �Brent Hoskins is executive director of the Business Technology
Association and editor of Office Technology magazine.
He can be reached at [email protected].
Everything I am in the industry today I owe to the foundationBTA educational programs have extendedto me over 30 years of learning.
20 | w w w . o f f i c e t e c h n o l o g y m a g . c o m | J u l y 2 0 0 8
BTA 2008-09 Vice President Rock JanecekRock Janecek began his career in the office
equipment industry after spending four years in theU.S. Marine Corps. Upon completion of his serv-ice, he attended Riverside City College inRiverside, Calif., where he received his Associateof Applied Sciences degree in electronics technolo-gy. While attending college at night, he worked ata branch of Saxon Business Machines of Santa
Ana, Calif., where a friend from the Marines had referred him. Afterlearning how to service and repair Saxon’s full product line, Janecekmoved on to work as a technician for an independent dealership inSouthern California that serviced Mita, Konica Royal, SCM and otherbrands of equipment.
In 1991, after 10 years of service, Janecek moved on to workfor a start-up company named International Images of RanchoCucamonga, Calif., in a service management position. The compa-ny sold and serviced Konica Royal and Muratec products, as wellas other brands. In 1999, International Images was purchased byBurtronics Business Systems Inc., which is one of the oldest continu-ous Lanier dealerships in the country.
Today, Janecek remains at Burtronics as division service manag-er. He oversees the company’s technicians and their training, aswell as coordinates the setup, testing and delivery of equipment tocustomers. He co-manages more than 26 technicians who cover a
27,000-square-mile territory that includes both Riverside and SanBernadino counties.
Janecek has been a BTA volunteer since 2004 for BTA West andserved as the BTA West 2006-07 president. “I want to be involvedwith the office machine industry on a level that is broader than just aposition at one dealership,” says Janecek. “There are fellow servicereps that I met years ago through NOMDA seminars, through manu-facturers’ training or from some other function, and we keep in con-tact with each other, bouncing ideas off of one another. I believethat BTA is vital to our family of dealers, keeping the doors of com-munication open to allow good information and timely practices tospread throughout the community.”
Janecek thinks the sharing of information is integral to the success ofthe dealer channel. “My reason for participating in BTA is to help withthe spread of information,” says Janecek. “I want to get the word outto other dealers so that they do not have to ‘reinvent the wheel.’ Theyneed to know that BTA makes good, solid information and techniquesavailable for sharing within the community.”
As BTA, and the industry, continues to evolve, Janecek sees BTA asbeing even more relevant than it is today. “This industry has changedgreatly in every area,” he says. “And BTA has changed right alongwith it and it continues to evolve. I expect that in 10 years, BTA willbe as relevant, or perhaps more relevant, than it is today.”
— Elizabeth Marvel
Ingram July 08:Ingram July 08 6/30/08 3:45 PM Page 12
The BPCA was founded in 1963 with the vision of
forming a best practices organization that unites
leaders of independently-owned office equipment
dealers. The concept is quite simple - bring the
leaders of these companies together so that they
can share ideas, learn from each other, and take
their businesses to the next level.
Our members will attest that it’s well worth the
investment by making each of them better leaders
and bringing more value to their dealerships.
Feel like there’s something missing from your
organization? Let BPCA bring together all the
pieces of the puzzle.
Piecing Ideas Together.
If you’d like more information about our
organization and how to join, please send
us an email or give us a call.
Phone: 800.897.0250
Email: [email protected]
Website:
www.businessproductscouncil.org
Membership Director BPCA
c/o BTA
12411 Wornall Road
Kansas City, MO 64145
“Better Dealers Through
Learning and Idea
Exchange.”
31OT0107 12/18/06 2:51 PM Page 1
22 | w w w . o f f i c e t e c h n o l o g y m a g . c o m | J u l y 2 0 0 8
by: Jack Duncan, Jack Duncan Consulting
Service, Parts & TurnsDo your technicians have what they need?
Sometimes we forget that service
and parts are really “joined at the
hip.” Service cannot make the
necessary margins if there is an excess
number of rescheduled service calls
due to lack of parts at the right place
and the right time. In these times of
$4-per-gallon gasoline, it will only be
more crit ical that we address a
reschedule rate of more than 10 per-
cent due to the technician not having
the correct parts.
If we look at the cost of a service
call that the technician must return to in order to complete
it, we have effectively doubled our travel time and expense.
Then we will incur additional labor costs due to having to
install the part we should have had on the first visit. These
costs can easily add an additional $100 or more to the cost
of that service call, not to mention customer satisfaction
and potential downtime.
The role of the parts department in this scenario should
be to maintain a reschedule rate of 10 percent, while main-
taining inventory turns of 2.5 to 3.5 with minimal obsoles-
cence. While these may seem like lofty goals, can we afford
to not reach them? Turns can be accomplished by doing just
that — turning the inventory. This must be done by ordering
parts from vendors a minimum of once per week while
restocking technicians twice per week.
In most ERP software packages, adjustments can be made
to compensate for increasing and decreasing usage, thereby
increasing or decreasing stock levels. Probably the more
critical of these is to “slam the door” on purchasing as soon
as usage declines. Failure to do so, and continued purchasing
at the same level, will result in parts that must be written off
in the future, which will be a total loss. Increasing stock
levels as usage increases will prevent future rescheduled
service calls for the same item.
One thing that we must realize is
that there is a disconnect between pur-
chasing and usage. When we order
parts, we are actually acquiring assets
that we will put on the shelf. There is
not a warning sign or bell that goes off
to tell you that those parts are now just
sitting on the shelf, like $100 bills. Usage
may occur at a later date and if usage
was not considered when the order was
placed, usage may not occur at all. The
result? A write-off at a later date.
Inventory turns versus reschedule rate? There is a definite
pendulum effect between these two. Push the inventory
turns too high and we have an abundance of rescheduled
service calls. Lower the reschedule rate too much and you
have low turns and an increased chance for parts write-off. In
other words, if turns are too high, you are throwing labor at a
parts problem; if turns are too low, you are risking obsoles-
cence by having too much inventory.
How much inventory should you have? A simple way to
estimate this is to take a six-month average of your parts
cost and break it down to a monthly average. Then multiply
this by 4.04. You could also calculate the inventory turns
backward by adapting the formula for inventory turns.
Normally we use parts consumed for a one-month period
divided by parts inventory value and multiply by 12 to annu-
alize the turns. Simply change the inventory value number
until you get the desired turn level. This number will then
show you what the necessary levels are in dollars. The lower
the parts value, the higher the turns. The higher the parts
value, the lower the turns. See examples in the graphic above.
It is then up to us to use our ERP software to its best advan-
tage to help us get the right parts into the warehouse. From
there, we must fill car stocks based on usage to eliminate as
Turns & Projected Inventory ValueQuarterly Parts Usage $241,046Monthly Parts Usage $80,349
Projected Inventory Value #1 $175,000Turns 5.5
Projected Inventory Value #2 $275,000Turns 3.5
Projected Inventory Value #3 $160,000Turns 6.0
Duncan July 08:Duncan July 08 6/30/08 4:13 PM Page 10
many rescheduled
calls as possible.
Failure to do this
will result in emo-
tional ordering and,
ultimately, failure
to meet our goals.
We have to have a
regular pattern of
both ordering and
restocking to get the proper results.
What if we need to increase our inventory levels? If you
have a 20 percent reschedule rate instead of 10 percent
and you have 10 technicians, you will need one additional
full-time technician to address only those excess resched-
uled calls. You are literally throwing labor at a parts
problem and this excess labor will cause a failure of
service to meet their GP goals. If we stop and think about
it, we only need to purchase the necessary inventory to
get up to the desired level once and then replace what is
consumed. If we do not increase our levels, we must pur-
chase additional technician labor every hour, on the hour.
Hiring technicians to meet the level of our parts ineffi-
ciency is not a good plan.
Inventory inaccuracies also play a role in defeating
even the best software from maintaining the proper stock
levels. Even though it may be a painful process, invento-
ries must be counted on a regular basis. One of the biggest
benefits of barcoding can be the time saved in the inven-
tory process. Inventory variances must be found and fixed
in order for purchasing to be accurate.
As you can see by now, service cannot succeed without
the proper parts in the right place at the right time. Inac-
curate ordering and restocking will result in either excess
labor costs or excess inventory write-offs at a later date,
or both.
The bottom line: Parts should not be seen as a necessary
evil; they are vital to our success. Invest your parts money
wisely and you will not have excess labor costs, travel
expenses and inventory that must be thrown away. �Jack Duncan has more than 35 years of industry experience
and currently works with more than 50
dealerships nationwide. He specializes in
increasing profitability through increased
productivity and proficiency.
He can be reached at (469) 287-2605.
Visit www.jackduncanconsulting.com.
Parts should not be anecessary evil; they arevital to our success. Investyour parts money wiselyand you will not haveexcess labor costs, travelexpenses and inventory ...
w w w . o f f i c e t e c h n o l o g y m a g . c o m | J u l y 2 0 0 8 | 23
Duncan July 08:Duncan July 08 6/30/08 10:41 AM Page 11
The consolidation that has taken place
over the last 25 years has resulted in a
unique business profile for the inde-
pendent dealer. Today, a majority of independ-
ents represent family businesses. It makes
sense, for in light of the family participation,
the owner is reluctant to part with his chil-
dren’s future. Family businesses have many
advantages, but they face many challenges as well.
A family business tends to have a long-term perspective,
rather than looking for quarter-to-quarter growth. It is loyal to
suppliers and less inclined to make dramatic changes. There is
not a great deal of bureaucracy, allowing for business deci-
sions to be made more rapidly. The values of the company
have been established over many years and are shared by the
entire family. The business is not fixated on the bottom line,
but rather a sense of tradition and responsibility to the family
business and family name. So why do so many businesses fail
when passed on to the second generation?
There are an abundance of reasons for a family business to fail.
Disagreements regarding the direction of the business are often
one of the greatest challenges. It is essential to have a business
plan in place that is embraced by all participants. A well-respected
BTA member once told me that after his father retired, he was able
to implement all the changes his father had rejected. After most
failed, he finally recognized why his father had rejected them.
Family members must accept the wisdom and experience of their
elders and cease visualizing them as the dimwits they were during
the child’s teenage years. Likewise, an elder should accept that the
business degree provided his (or her) child may bring solutions
worth considering. A well-thought-out business and strategic plan
can provide a guide against which all ideas can be measured.
Retirement is a sensitive issue that must be addressed as such.
Pushing a parent out of the business is seldom successful. Your
business plan can set a date for the retirement of key individuals
and again establish the guide for retirement. It is important that
the individual is ready for retirement and, more importantly, that
he has plans for his time following retirement. One who is ready
for retirement will find the transition smoother than one who
was pushed out. For the sake of the business, do not pay
someone for doing nothing. Any payment following retirement
should represent something being provided
the business or a shareholder.
For those children brought into the busi-
ness, they must be qualified and paid ac-
cording to the responsibilities undertaken.
Bonuses and salary increases should be
based upon performance and not need.
Reviews should be performed regularly, and
if one is not performing to standard, they should be counseled
and terminated if necessary. Being let go from a family busi-
ness may be the best solution for everyone. If possible, have a
family member work outside the family business to obtain
experience. Some consultants suggest the individual should be
employed elsewhere for at least five years.
Bring in outside individuals to fill the gaps in the family
capabilities. Although it is often difficult to attract outside
management candidates due to a fear that advancement is
limited, this can be overcome by providing the opportunity to
acquire stock in the company. If the business does not require
outside managers, then place an outsider on your board of
directors. Have regular meetings and compensate the indi-
vidual for his participation. Seek someone who can add
knowledge and expertise for your business. An accountant,
attorney, marketing executive or another businessperson are
all possibilities.
Owners of a family business should give careful planning to
structural and tax issues. In formulating your plan for the
business, make sure to explore the best legal structure to
obtain the sought-after result. Consider the tax implications
as well. Over the past years, I have encountered dealers organ-
ized as “C” corporations that were dismayed to learn the tax
ramifications of not having elected “S” status or another
framework. Had they planned accordingly, the return on their
efforts would have netted a greater amount.
The opportunities to build a business and maintain it within the
family are rewarding. With those opportunities,
however, there are threats. Address the threats and
live happily ever after.�Robert C. Goldberg is general counsel for the
Business Technology Association. He can be
reached at [email protected].
by: Robert C. Goldberg, General Counsel for the Business Technology Association
COURTS & CAPITOLS
The Family BusinessBe sure to address the challenges & threats
24 | w w w . o f f i c e t e c h n o l o g y m a g . c o m | J u l y 2 0 0 8
24OT0708:24OT0608 6/30/08 10:43 AM Page 26
When Michael Jordan came out of retirement for the
second time, he said he needed the competition — the
chance to prove himself against younger players —
more than the money. I know what you are saying — “Anyone
who earned $25 million a season can say that.” That being said,
many successful businesspeople who could afford to retire
keep on working. Warren Buffett still picks stocks. Michael
Bloomberg decided that running his financial news company,
Bloomberg LP, was not enough and becoming mayor of New
York City would help make him a more well-rounded person.
My point is this: Successful people find fulfillment in the
work itself and not just the money they earn. That does not
mean they would work for free, but they do get more from
work than a large payday.
Frederick Herzberg, a psychologist who studied job satisfac-
tion, wrote, “The manager’s job is not to motivate people to
become successful. It is to get them to become successful so
they become motivated.”
How about you? Is your motivation to hit quota an incentive
trip or a contest? Or simply the work itself? Neither? Both?
Fifth Grade FlashbackWalking home from the fifth grade, my best friend Jason
told me that he was going to be $50 richer that evening. “My
Dad gives me $10 for every ‘A’ I get on my report card,” he said.
That night when my mother came home from work, I told
her that I thought it would be a good idea to pay me for my
good grades.
“Son, you go to school to learn. The ‘A’ is the reward. It indi-
cates that you’ve learned something. Someday you’ll go to
work and earn money by applying your knowledge. But for
now, enjoy learning for its own sake,” she said.
I thought she told me this because she was cheap. Today I
know that she taught me a valuable lesson on learning and on
continuing education as a lifestyle.
Extrinsic vs. Intrinsic MotivationGiving people money to do what they should be doing
anyway is called extrinsic motivation. Many sales managers
believe by offering salespeople bonuses, they can drive
behavior. Make your quota and get a 60-inch flat-screen TV.
Sell a million dollars worth of product and win a trip to Aruba.
Right now, someone is trying to invent the next big sales-
incentive program and sell it to sales managers to motivate
their sales teams. I often hear this statement: “Compensation
drives behavior.” My answer to that statement is “yes” and
“no.” My experience has taught me that compensation only
drives behavior to sell a mix of products or services. However,
it does not drive motivated behavior across an entire sales
force. If the statement about compensation driving behavior
is true, my thought then would be that everyone would be at
quota, correct?
However, you may have noticed that there is a tremendous
amount of satisfaction when you close a sale. You have
achieved an objective and you feel good about it. That is
intrinsic motivation — finding joy in the work itself. Yes, you
get paid (sometimes very well), but you are deriving satisfac-
tion from the work, not the paycheck.
There is one other thing that can increase your motivation
to sell more — a happy customer. When you satisfy a customer
by solving his problem, you will be more passionate about
your product, service and company. You internalize your value
proposition when you reach that level of passion.
You make a sale, earn a commission and create a happy cus-
tomer. The new, happy customer will help you approach a fresh
prospect with more confidence to make another sale. You earn
more money and create another happy customer. You are now
Finding FulfillmentUse intrinsic motivators to build success
by: David Ramos, Strategy Development
PRINCIPAL ISSUES
w w w . o f f i c e t e c h n o l o g y m a g . c o m | J u l y 2 0 0 8 | 25
Ramos July 08:Ramos July 08 6/30/08 10:47 AM Page 26
more successful and, therefore, more moti-
vated than you were yesterday.
Successful salespeople give off three
vibes to customers:
� I like to be here.
� I know what I am talking about.
� I love what I am doing — selling.
At this point, you may not love your
sales career and there may be parts of
selling that you simply tolerate. Until you
become motivated by the work itself, managers will keep
trying to manipulate you with extrinsic motivators. They will
keep dangling the carrot and maybe you will keep chasing it,
maybe you will not.
H. Ross Perot tells us that “most people don’t know why
they come to work until they don’t have to come to work
anymore.” Many people believe that work is punishment for
not being born rich. Another view is that work is a way to
structure your life and be of service to others.
Before you go back to work Monday morning, jot down five
reasons why you are returning to work besides the money —
five good things you get from work besides a paycheck.
Now you are starting to focus on the
intrinsic motivators. And salespeople who
are intrinsically motivated are more ful-
filled and financially successful than
extrinsically motivated salespeople.
That being said, if you happen to win a
60-inch flat-screen TV or a trip to Aruba
along the way, enjoy! �David C. Ramos is a consultant with
Strategy Development, a management
consulting firm specializing in sales strategy and process,
advanced sales training, performance improvement strategies,
and mergers and acquisitions. Ramos has more than 12 years
of experience in the imaging industry as a top-producing
business development and management professional,
holding positions in the United States and Mexico.
He is co-presenter of the
BTA Sales Management Workshop and
BTA Print Management Workshop.
Ramos can be reached at
Visit www.strategydevelopment.org.
Until you become motivated by the workitself, managers will keep trying to manipulate youwith extrinsic motivators.They will keep dangling the carrot ...
26 | w w w . o f f i c e t e c h n o l o g y m a g . c o m | J u l y 2 0 0 8
Ramos July 08:Ramos July 08 6/30/08 4:20 PM Page 27
Almost every dealership I have ever worked with was
looking for ways to grow sales. Very often the game plan
included a telemarketing component aimed at getting
the sales team in front of qualified prospects. For some reason,
telemarketing is an area of difficulty for many. With that in
mind, I have dedicated this article to describing a simple, work-
able plan that, if followed, will bring success. The plan has been
outlined in a format that makes it easy to implement.
Telemarketing Plan for SuccessFirst and foremost, it is important to understand the
purpose and expected product derived from telemarketing.
The purpose of a telemarketing call is simply to get an
appointment and nothing more. Too many sales reps make the
mistake of turning the call into the opening stages of an
appointment. This is a fatal mistake in the sales process. With
this established, let us look at the process.
� Step 1: Getting the Decision Maker’s Name — It is crit-
ical to have a strong database or customer relationship man-
agement (CRM) software package to support your prospecting
efforts. The CRM allows you to accumulate useful data about
prospects and can help you move them through the sales
cycle. For telemarketing purposes, it is very important to have
the decision maker’s name and title. Having the name and title
makes it much easier to get through the receptionist or gate-
keeper screening.
If you do not have the decision maker’s name and title, it is
recommended that you first call the company with the sole
purpose of getting that data. This can be accomplished by
calling the office and telling the receptionist who you are and
asking who the decision maker is. It is often helpful to tell the
receptionist that you are going to be sending out some infor-
mation and want it to go to the correct person. You can also
alleviate any stress that the receptionist has by telling him (or
her) that you are not looking to then speak to the person, you
just need to get the name and title and verify the address. You
do not want to ask for the decision maker’s name and then ask
to speak with him, as the receptionist will usually let him know
that it is a cold call. Once you have the name, you can call
another day for an appointment and ask for the decision
maker with a level of familiarity.
� Step 2: Getting Past the Gatekeeper — The recep-
tionist’s job is to protect the communication lines of the
organization. Very often, this is taken to mean, “prevent
incoming communication.” It is kind of a crazy idea, but one
you will run into. The best method for getting through is to
approach the call in a very familiar way. Ask for the decision
maker the same way you would ask for your best friend or your
spouse if you were calling them. Use their first name only and
have the intention that the receptionist will put you through.
Do not be shy or apprehensive — it will come through in your
voice and communication. If the receptionist asks what it is in
reference to, simply say, “I’m following up with him.”
� Step 3: A Couple of Scenarios for Calling — Scenario 1:
The first thing you need to do is decide who you are going to
call. One very effective method is to make a series of calls to
the same vertical market. For example, get a list of attorneys,
accountants, insurance agencies, schools, etc., and call them
in sequence. The reason this works well is that you will find
Telemarketing SuccessSteps to get the appointment via telephone
by: Jim Kahrs, Prosperity Plus Management Consulting Inc.
SELLING SOLUTIONS
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Kahrs July 08:Kahrs July 08 6/30/08 4:26 PM Page 26
similar concerns and objections and will
have success when discussing similar ben-
efits. One helpful tool here is to have a
prominent name in the vertical market
that you are calling that is a customer. If,
for example, you are calling on schools
and you already have one of the largest
school districts as a customer, you can use
this to get attention from the others. Here
is a sample script:
“Hello, my name is ______ from DEALERSHIP NAME. We
helped CUSTOMER NAME save a tremendous amount of time
and money on their printing and document processing. I’m
going to be out your way on Wednesday and would love to
learn more about your operation and see if we can help you as
well. Are you available at 10 a.m.?”
Very often you will get a response similar to, “No thanks,
we’re fine with our current systems.”
Keep in mind that in most cases this is a knee-jerk response.
It can even be completely untrue.
Here is a way to respond: “I totally understand. The reason
for the visit is not to sell you anything. The purpose is to meet
you, learn about your operation and see if there is anything we
can do to help you improve your process and save money on
your printing and document processing. With my knowledge of
the industry, I’ve been able to help many other schools improve
their document workflow while reducing overall costs by 25
percent or more. With the recent changes in technology, many
organizations are spending far more than they need to and are
not getting the production and ease of operation they should. It
will take 10 minutes of your time. I promise it will be worth it.”
Now, when they ask questions like, “What has changed with
the technology?” or “Tell me how you saved money for X Com-
pany,” do not answer their questions. Close for the appointment.
It goes like this: “I ’ l l go over al l of that with you on
Wednesday and relate it to your specific situation. May I come
by at 10 a.m.?”
If you answer their questions on the phone, you jeopardize
your chances for the appointment. When they are reaching for
information, you simply set the appointment. If you answer
the questions you almost always lose the appointment. And
remember, the appointment is the only reason for the call.
Scenario 2: You are calling from a geographic or generic list.
“Hello, my name is ______ from DEALERSHIP NAME. We’ve
helped a number of businesses in TOWN NAME save a tremen-
dous amount of time and money in their printing and docu-
ment processing. I’m going to be out your way on Wednesday
and would love to learn more about your operation and see if
we can help you as well. Are you available
at 10 a.m.?”
Sound familiar? You can use the same
pattern with minor adjustments depen-
ding on the list you are calling. Handling
questions and objections also follows the
same pattern as above.
It is important to be comfortable with
what you are saying on the phone. If the sug-
gestions made here or any others are not
comfortable for you, then do not use them. Find a way to modify
them to be workable for you while still following the basic princi-
ples outlined. Remember, phony does not work. Be yourself.
� Step 4: Practice Makes Perfect — The biggest reason
for failure in telemarketing can be directly tracked back to
practice. Very few reps actually practice their scripts and
calling skills prior to making calls. Work out the script you
want to use and practice it. Say it over and over until you are
100 percent fluent and comfortable with it. You should be able
to recite it and handle questions and stall tactics in your sleep.
Next, drill it with your manager or another sales rep. Have
them give you objections to handle. The person drilling this
with you should pretend to be an actual decision maker or
gatekeeper. Have him start off with easy scenarios and very
little resistance and then get tougher and tougher as you
improve in skill. Give easy objections then move on to tougher
ones. This practice allows you to learn the script and make
mistakes when they do not cost you money. The best athletes
in the world spend far more time practicing than they do
playing. This allows them to reach the highest level of success
when it counts. Sales reps that succeed in telemarketing adopt
this same approach.
Sales success in the office systems industry depends on
getting new prospects on a continual basis. Telemarketing is
the best way to cover a lot of ground quickly. So, what do you
do next? If you are a dealership owner or manager, use this
plan as the outline for building your telemarketing plan. If you
are a sales rep, implement this yourself. Successful application
of this program can and will make 2008 your best year ever. If
you have any questions feel free to contact me at the e-mail
address below. Good luck and good selling. �Jim Kahrs is the founder and president of Prosperity Plus
Management Consulting Inc. PPMC works with
office technology companies in building
revenue and profitability. Kahrs can be reached
at [email protected] or
(631) 382-7762.
Visit www.prosperityplus.com.
The biggest reason forfailure in telemarketingcan be directly trackedback to practice. Veryfew reps ... practice theirscripts and calling skillsprior to making calls.
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Leading today’s sales team is a complex job and it takes
much more than just managing and motivating people.
Today’s business environment has changed dramati-
cally and along with it, the traditional manager’s job of
command and control has evolved into the transformational
leadership role characterized by collaboration, communica-
tion, coaching and empowerment to achieve higher levels of
performance and employee satisfaction.
The New RealitiesIt has been stated many times that customers have become
more knowledgeable and sophisticated. They have more
choices and more information and they are more demanding.
The Internet has shifted power from the seller to the buyer.
What is more, sales channels have grown more complex.
Today your sales organization is competing against your man-
ufacturer and other dealers selling the same products you are.
The result of this is that competition is stiff, price levels are
dropping and margins are suffering.
In addition, today’s market is a solution-selling environ-
ment that requires partnering with software providers, work-
flow auditors or other third parties to create differentiation
and a competitive advantage. You are well aware that solution
selling is different from traditional product selling because it
requires a broader and more team-oriented approach. Quite
frankly, these new marketplace realities have made the job of
leading a sales team more demanding than ever.
The Three Principles of LeadershipIt is a common misconception that leadership is just a
matter of charisma, enthusiasm and vision. This misses the
point by a wide margin. The fact of the matter is that effective
leaders have functional skills and, in my opinion, these skills
can be learned and developed. Perhaps the first place to begin
is to differentiate leadership from management. Let us take a
look at the three principles of leadership.
� Leadership Principle One: Management is different
from leadership. The term “manager” is the title of authority
given by your company. Managers get things done. They are
pragmatic. They are good at planning, organizing, staffing,
controlling. Leaders, on the other hand, are more visionary
and are able to transform their vision into reality by moti-
vating other people. Therefore, I define leadership as the way
or manner in which you work with others to ensure your goals
are successfully accomplished.
� Leadership Principle Two: Leadership is all about the
followers, not the leader. You may have exceptional personal
leadership characteristics such as charisma, enthusiasm and a
dynamic personality, but you are not a leader unless you have
the ability to move a person or an organization to a higher level
of performance and, basically speaking, you have followers.
� Leadership Principle Three: The leader is the man with
the plan. That is to say, if you have a plan for your people’s
success and they know it, they will be motivated to follow you
and you will be perceived as an authentic leader.
The C4 Leadership StrategiesWe have developed a four-step model that defines the critical
stages to becoming a powerful and effective leader. We call it
our “C4 Leadership Strategies.” To progress to and become a
top-level C4 leader, you will be required to achieve the skills and
competencies associated with the previous three levels. Let us
take a look at each in succession. While we are doing this, you
may want to rate yourself on what your current C level is.
The C1 leader is a concept creator. He (or she) creates a
vision, a game plan or a team goal. He tells each team member
what must be accomplished, how it is to be accomplished and
Leadership StrategiesProgressing from concept to coach
by: Tom Kramer, CATALYST Performance Learning
w w w . o f f i c e t e c h n o l o g y m a g . c o m | J u l y 2 0 0 8 | 29
SELLING SOLUTIONS
Kramer July 08:Kramer July 08 6/30/08 11:36 AM Page 26
who is responsible for doing what.
The C2 leader is the communicator. He
has all the attributes of the C1 leader and
effectively communicates the plan to the
team or organization so that everyone
understands:
� How accomplishing the plan will
meet the overall goals of the organization.
� How th e plan wi l l b en ef it each
member of the team.
� The responsibility of the team members.
� Performance expectations for the team and for the team
members.
The C3 leader is the collaborator. As the collaborator, he
provides team members with opportunities to set objectives,
develop tactics and strategies, suggest corrective actions and
become involved in team-building programs. The C3 leader
creates an atmosphere where ideas, strategies and initiatives
are freely suggested, discussed and tested. In addition, the C3
leader always maintains the authority of decision making.
Lastly, the C4 leader is the coach. This leader has achieved
levels one, two and three. He is a concept creator, an honest
and skilled communicator, an effective collaborator and a dedi-
cated coach. The C4 leader has achieved the highest level of
leadership. He considers coaching one of his most important
job functions. He takes a personal interest in developing his
people. He takes the time to coach, council and mentor higher
levels of performance. He gives constant and timely feedback
and on-the-job training advice. He promotes the need for
learning and change as lifelong business
realities. What is more, he shares responsi-
bilities for outcomes and helping others
achieve their goals.
Derivative BenefitsAs mentioned earlier, I feel that leaders
can be developed. It has been assumed by
some that you are either a leader or not a
leader. If you look at what leaders do, as
opposed to what personality traits they possess, then I think
that you would agree that everyone has a certain amount of
leadership ability and potential. By focusing on the functional
things effective leaders do, we can improve upon anyone’s
leadership ability. Our C4 Leadership Strategies will help you
become a more effective manager and leader. Following these
strategies will offer the derivative benefits of:
� Improving your team’s performance and making better
use of your staff ’s talent.
� Greater idea generation and best-practice sharing.
� Improved employee morale and overall job satisfaction. �Tom Kramer is an affiliate partner of CATALYST Performance
Learning ( formerly Strategy Mapping Selling). He has
more than 30 years of sales, sales
management and marketing
experience with IBM, Eastman Kodak Co. and
Canon U.S.A. Inc. He can be reached at
Visit www.strategymappingselling.com.
30 | w w w . o f f i c e t e c h n o l o g y m a g . c o m | J u l y 2 0 0 8
... I feel that leaders can be developed ... By focusing on the functional things effectiveleaders do, we canimprove upon anyone’sleadership ability.
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