Selling, Selling, Selling

"You see...we didn't budget for this..."



"What, you wanna see the manager?"

RiKON/Ricoh Blazing Into Managed Print Services - Four Stages, 23 Modules - WOW

A couple weeks back, while off the grid, I had an epiphany of sorts. I wish now that I had written it down then.

As the tedious and fatiguing debate "raged" around the definition of MPS, someone asked me what I thought a perfect MPS Practice would look like.

I didn't have a quick answer, but I did give an answer.

Later, around midnight, I pondered, weak and weary, remembering back to the good aspects of IKON, there are plenty, when it struck me - "if Ricoh got their act together, and combined the IKON trifecta, Professional Services, Equipment Sales and Service, & Facilities Management into one MPS Practice, they would be unstoppable..."

Well, I guess I am not the only one to have seen the potential:

Ricoh - "...today announced that it is now offering a robust Managed Document Services (MDS) Program. Managed Print Services (MPS) provides the foundation for this program, which focuses on total cost of ownership, business process improvement, security and compliance and environmental sustainability. While Ricoh has provided professional services for its clients for nearly a decade, its recent IKON acquisition and growing market demand for MPS has allowed the company to enhance its capabilities in this area..." GMTA

This is great - I just have a few questions. Who the hell is Prosci, what is his change management methodology and why did Ricoh decide to use it?

Read on...

From the Press release, 7/9/2009- format changed and links added.

Ricoh Helps Create Positive Organizational Change With Managed Document Services Program

WEST CALDWELL, N.J., July 9 /PRNewswire/ -- Ricoh Americas Corporation, a leading provider of digital office equipment, today announced that it is now offering a robust Managed Document Services (MDS) Program. Managed Print Services (MPS) provides the foundation for this program, which focuses on total cost of ownership, business process improvement, security and compliance and environmental sustainability.

While Ricoh has provided professional services for its clients for nearly a decade, its recent IKON acquisition and growing market demand for MPS has allowed the company to enhance its capabilities in this area.

Beyond conducting assessments, implementing solutions, providing on-site and off-site management of fleets, Ricoh MDS helps customers effectively change their document output practices across their organization, streamlining processes and cutting costs, which is especially critical in today's economic climate. A new Managed Document Services logo with the tagline "MPS and Beyond" helps communicate Ricoh's intention to deliver additional document management services.

Ricoh and IKON both had strong best practices with regard to MPS, but with their combined insights, Ricoh is able to take its services to the next level. In fact, together these best practices set the groundwork for Ricoh's MDS Program.

One of the most important methodologies Ricoh has developed from this fusion of expertise, resources and thought leadership is a strategic four-phase approach for effective managed services.

In the first stage of the MDS methodology, Ricoh utilizes DOCutivity(R) to assess the current document output environment of a business and identify the technologies, associated costs and process workflows in place.

Then, in phase two, system architects design a new document management workflow blueprint that takes into consideration security regulations, process improvement, total cost of ownership and environmental sustainability.

The third step entails the transformation of an old workflow system of a business to a new and improved version that introduces more evolved technologies which reduces risks, enhances efficiency and makes document management easier for the end-user.

Last is the fourth phase -- Ricoh manages the fleet, provides operations, continuous improvement and additional support services. Regardless of the hardware and software solutions implemented, Ricoh offers on-site and remote services to effectively govern the new and existing systems.

Further, Ricoh's support services do more than simply answer questions, troubleshoot problems and install supplies; they work with businesses to change output practices across their entire organization. There are a total of 23 Service Modules that Ricoh can deliver within the MDS Program.

Understanding that office cultures cannot be changed overnight, members of Ricoh's MDS Teams apply Prosci's change management methodology. Prosci has become the leading provider of change management tools and benchmarking reports, working with more than 2,000 companies from 65 countries on research projects in change management.

Prosci's popular ADKAR(R) model is used worldwide. Following this methodology, Ricoh works with a customer's corporate office and end-users to formalize guiding principles of the change management program, which are to be carried out by everyone across the organization. Once these are set, staff training takes place to ensure they understand these principles and why it is essential to abide by them.

Additionally, Ricoh collaborates with the customer to internally promote a branded campaign, which includes marketing materials that generate awareness, develop desire, educate, and reinforce the program principles.

A significant return on investment can be seen as end-users change habits and integrate new workflows into their everyday practices -- helping companies reduce costs, better utilize information, decrease environmental impact, and improve efficiency.

"By enabling control of output-related costs and assets, optimizing the fleet and enhancing the document management environment, customers will see efficiencies across the board with the MDS Program which will provide them a competitive advantage in today's marketplace," said Dan Waldinger, Director, Strategic Marketing, Ricoh Americas Corporation. "We are proud to offer a program that does not provide a temporary solution based on existing needs, but seeks to positively change behavior within an organization to lead to more effective, lasting results. Ricoh has made significant investments in delivery mechanisms and provided continuous improvement for its customers over time. To this end, we are best suited to deliver the benefits associated with an MPS deployment."
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- THIS IS IMPORTANT, IGNORE AT YOUR OWN PERIL -

As press releases go, at first blush, this one appears the standard - but upon further review is a bevy of Ricoh/MPS tidbits.

First off - Prosci's Methodology of Change, I bet my friend Ken Stewart knows all about this.
Secondly - the Fusion of IKON strengths. I agree.
Third - 23 Modules. Holy Crap!
Fourth - "...provide continuous improvement ...over time...". Long term Partnerships with clients.
Five - branding, "MPS And Beyond". Getting away from the "P" in MPS.
Six - INTERNAL branding(!) a la, Dow and Nationwide. Ricoh must have been at the MPS Conference in San Antonio. Deeper client relationships.

So we can finally add Ricoh to the herd - Xerox PagePack, Konica Minolta OPS, Samsung, Kyocera, and expected announcements/re-launches from Oki, Toshiba and HP(who?), looks like by summer's end, every "big boi" will have a pound of flesh in the game.

And let's not forget the IBM connection, InfoPrint.

To me, it seems Ricoh has been paying attention over the last 12 months not only to MPS demand, but to the stumbling and misfires of MPS program launches.

Of course, planning, fancy process names, and logo's will get you only so far.

Execution in the trenches is where the rubber will meet the road - we are watching.

Ricoh's Embedded Intelligence System works with IBM's Tivoli Monitoring Networked Multifunction Products- And Why is This Important?

Read More Here. Full PR Here.

Happy 4th - Remember why it all started and be ready to Declare Once Again

What Makes a Great Management Print Services Customer? The Same Things that Make Any Customer a Great One: You

I know this will be a tough concept for some sales people, because it has been driven into us that the only way to be successful is to be subservient and scared.

Subservient to the unreasonable whims of shallow and weak prospects and scared of rejection.

Fearful of simpleton sales Managers, forecasts, cold calls and missing unproductive sales meetings.

Let not your heart be troubled.

Over the past months, hell the past year, I have told one prospect to 'pound sand', rekindled old relationships and forged great partnerships - partnerships that will follow me- partnerships with Great MPS Clients.

Thinking about this gave me pause, what makes a great MPS customer?

A client who recommends you to others over the weekend. One who will give you the names of his friends and call them for you. Someone you can have your prospects call - anytime. A person you mention in every cold call, every elevator pitch, and every presentation.

How does one find these clients?

One word kid, one word: Qualify.

Two important aspects of Qualification:

1. Qualification is a continuous Process not a Stage.
2. Not all prospects qualify.

Simply put, like most good finds in life, we all dig through a lot of crap before we uncover the diamond. You've got to go through lousy prospects before you find a good partner.

Your prospect must continually Qualify for your time and attention at each meeting, every discussion - does your prospect Qualify to move to the next step, today?

And of course, not everybody who has a pulse or can fog a mirror is a prospect.

One of the skills to be developed is recognizing a good match. More importantly, paramount even, is your confidence and fearless ability to say to yourself, your manager and the prospect,

"...this isn't going to work, we do not have a match..."

Ok, it's easy to say this if, for instance, the prospect has a real need that you can not satisfy - like when you are selling 75ppm units and the prospect really needs a new fleet of vans.

But what if you see a company that has 2 laser printers for every employee, a fax machine in every other cubicle, $10,000 worth of toner stuffed into multiple supply rooms, and 12 copiers all at lease termination?

Sounds good, doesn't it? Yes, it does.

But, let's say after a brief discussion you find:

The prospect is just too dense to get his head around "value add"?

The C-levels will have nothing to do with you and are all members of the family.

Your primary contact is a Purchaser who is taking on the project because "I.T. is too busy".

He hands you another vendor's analysis, with costs, proposed configs and pricing. And he proudly displays his huge spreadsheet filled with specifications, models and 32 other vendors' pricing.

His desktop is an IBM PS/2 Model 60.

He has been investigating vendors for the last 18 months and attended a dozen demo's.

He states that "cheaper is always better" and wonders aloud why he should ever be required to sign a service agreement.

Finally, the prospect's business model is all about providing his products for the cheapest price.

I know right now, somebody is thinking, "All right. Let the selling begin!"

Ahead of you are months of spinning wheels, false closes and dead ends. When you place this prospect on any type of forecast or enter it into your CRM - to management, it becomes real.

Soon to become one of those eternally forecasted opportunities - you know the one. The one that everybody else in the room but you knows how to close. The one your manager, the owner, or VP wants to see face to face.

"What can I do to help you close this one by the end of the month?"

- I think I just threw up a little, in mouth, just now.

So, I guess it's up to you. Invest hours, months, of your life in this well qualified opportunity...

Or

...let your rookie competitors eat it up. Let your competitor be the one to explain the long cycle to HIS manager, owner or VP. Let that poor schlep deal with all the head-aches.

Pray he gets the deal.

Imagine his service department taking care of this high-touch, low-value customer - while you pursue relationships with margin. Visualize this poor sales guy delivering toner on bended knee, because the customer didn't order any and thinks all copier people carry toner with them everywhere.

See Gumby, the rubber copier guy bend over backwards and jump through flaming hoops.

It comes down to this: do you have the guts, not only to walk away, but to journey beyond the cheap baubles in search of real diamonds? Qualification. It is not only about continuously qualifying the prospect, it's about you Qualifying for better and uncovering Great clients.

You won't find much treasure head down, shaking with fear.

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Just Doing His Job When Destiny Knocked...

American Hero's are everywhere.

"I happened to have the harness on...part of a team..." - that's what he said in an interview after the rescue, when asked if he volunteered!

"I happened to have the harness on..." -Jason Oglesbee, construction dude, Des Moines.




Is that great or what?

It's an unscripted, Hollywood moment.

A guy who saved another person's life, had his chance at the "15 Minutes", who walked away and WENT BACK TO WORK.

Everyone is going to be beating down his door; from TMZ to Fox News and I bet right now there is someone in "0"'s administration trying to angle this guy onto a teleprompter - I doubt he even has TWITTER!

Out of the Box Thinking - It's No Big Deal

We on the sidelines marvel at this rescue.

The display of heroism. And yet, to the hero it was no big deal. All in a days work. They had a crane, he was already in the harness, seemed only natural, rescue a lady then go back to doing whatever it was he was doing. Gee, maybe someone will buy him a brew after work?

Also, take a look at the picture.

No hardhat - OSHA violation.

No safety chair - OSHA violation.

No seat belt, he used a piece of rope - OSHA violation.

Possible contamination from construction site to river water as his boots no doubt dipped into the river - EPA violation.

Performed "out of job description" activity - union violations.


I Wonder If His Company has Comprehensive Managed Print Services Engagement -

Synnex Beats Q2 Estimates, Looks Ahead To UC, Health-Care Expansion

From an article at ChannelWeb:

"...On the managed print services front, Murai said Synnex had seen continued success with PrintSolv, its managed print services program for VARs, which he said is gaining support even from printer vendors such as Hewlett-Packard, Lexmark and Xerox that have managed print services programs of their own.

"HP has really embraced what we're doing, and we're working very cooperatively with both Xerox and Lexmark, which although they still have their own programs, understand and recognize what we have is gaining exposure and traction," Murai said.

"What it allows us to do is allow our reseller partners to gain much more visibility into the print environment, introduce new products, and consolidate. When we make a bet we go with both feet in.

The solution we have is what sets us apart. We support all manufacturers' print devices..."


See the complete article here.

Managed Print Services Appointment - Another Ticked Off Konica/Minolta Client:Leasing and "Integrity"

It's sounding like a broken record, she wasn't upset with the service, the response time, or even the performance of her eight Konica Minolta copiers.

I mean, the organization generates 179,000 images a month, why wouldn't they have FOUR, FULL BLOWN 1050'S? Right?

And of course, 36 months into this 60 month, why WOULDN'T the K/M rep come in to upgrade to "bigger, better, faster..." for less?

What?

Do you think this is wrong?

It's a little gift from Mother Nature.

I had a first appointment with a prospective MPS Engagement the other day.

Our primary contact was kind enough to send her current spending and three active proposals - all on one spreadsheet. The more perceptive of you will no doubt see the red flags associated with a prospect dumping this data prior to a first appointment.

It ended up better than I had expected. Although, I do not believe we will sell them anything more than a few small machines over the next 18 months.

Try explaining an 18-month cycle to your sales manager.

The Basic Problems - "This is like Deja Vu all over again."

There are nearly 100 employees in this organization and I expected her to say that they owned 90 plus desktop printers - instead, they have 9. So, that's eight copiers and nine "laser" based desktop units for around 100 users. Very good.

Also, as is my style, I challenged her on some of her internal findings which she quickly and assertively defended - not out of insecurity but because she knew them to be true. It was obvious that the copier dealers hadn't questioned her findings - they ignored them altogether.

Ok, that's TWO in the "plus" column, her stock was rising.

And then the clincher - the lease has two years remaining, these "copier guys are...ripping me off...and I don't know what to do about it". She wants to get out of her lease(impossible), she wants to combine the service volume on all the machines into one invoice(pool volume) and she believes that she does not need so many 1050's(Duh).

And to add insult to injury, she shopped out their existing equipment configurations as if she was engaging today, discovering she is paying double what they "should be paying"(times were different 3 years ago when the lease was initiated)

By now, everyone could see the huge chip on her shoulder, even her.

To make things more interesting, I asked her how it went when she presented all this to Konica/Minolta. Yeah, I know, it's like taking a stick and poking her with it - it's fun and sent her off.

An almost audible 'Click' goes off in my mind. Three check marks in the good column. I decided I could work with her.

So we sold nothing.

For the next 45 minutes, we discussed the Konica Minolta lease. Because she didn't have her copy handy, I pulled out my copy.(Yes, I have copies of almost everyone's lease) and we reviewed it together.

We outline the termination process - "...you mean to tell me when the lease termination date is reached, the lease doesn't really end?", she said, "My rep never told me this. As a matter of fact, when I was asking her and her boss questions about being oversold and their unwillingness to work with me, he said I had just questioned his integrity! Which is improbable, I doubt he has any to question." 

Ouch.

I was considering poking her again with that same stick but decided against it. A mans got to know his limitations.

When we landed on the subject of pooled volume, her attention piqued. You see, she has a minimum on the 1050s that is never reached and minimums on each of the smaller(750's)that they are always over. So if K/M were to put the entire fleet under one min and a single agreement, there would only be one invoice, no overages, and a slightly happier client.

My prospect could only hope, but hope is not a plan, is it?

We instructed her on what to negotiate for, who to negotiate with over what. (Service Manager for service, Sales director for lease) and to always line out whatever you do not like. Again, this point was illustrated with copies of some service agreements, showing bright, red lines through blocks of text.

This is not the first time I have had to do this - in this month alone, I have tutored 3 separate clients with three different copier manufactures in the Dark Art of lease and S.A. negotiation.

The Take-Aways -

This is a classic example of the kind of sales activity that will drive copier dealers bananas, make sales managers question your talent, and ultimately gain you LIFE LONG clients.

We didn't engage around lease payments, volume levels, CPC, CPI, or SLA's. Our discussion, and make no mistake, this was a discussion, revolved around solving problems - the benefits of one simple invoice, the reason to move from capital expenditures to operational, customer service beyond the one hour response time, and especially how a lease should be a lease, not a customer retention device.

And especially. When a copier Vendor's(or anyone's) only move is to argue his "integrity" - put down the pen, the point at him, and laugh in his face.
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Side Note:

It seems lately that I have slammed copier salespeople. I know plenty of really good copier guys/ladies; people who sell openly and upfront, who don't present anything more than what they are. They are professional and committed to helping their customers.

I do not dislike copier people, I like them. 

This is why it is important to point out the bad apples and terrible practices - they make my job so much more difficult.

The bad ones erode the already small amount of trust in the world today- we must confront them, when they are on the other side of an RFP or on the other side of a cubicle wall - fight them.

Check out these:

Again With The "Leasing"! Enough!

"Beware of DLL, a business nightmare..."

Bad Experiences with Leasing - Toshiba, IKON, Canon, Saxon

LeasingCopiers/Output Devices - UnMasked, Revealed, Cracked Open - EXPOSED

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