august 2008 office technology

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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.”

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Making an Acquisition

How to complete the

process in 90 daysby Randy GouldOne Stop Business CentersDuring times of economic uncer-

tainty, some business owners

might be hesitant to take a risk.

However, my dealership, One Stop Business Centers,

thrives by pursuing justified and well-researched chal-

lenges. After several years of looking at five or six

acquisition possibilities that offered no real potential,

I took on the challenge of acquiring a competitive

dealership.

4 | 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 | A u g u s t 2 0 0 8

CONTENTS

Development Platforms

Providing integrated,

customized applications by Brent HoskinsOffice Technology MagazineThe trend toward commoditiza-

tion and the changing needs of

end-users appear to have been

the catalysts. Office technology

manufacturers saw that it was time to start bringing the

MFP’s role in the workplace to new heights. The pri-

mary vision was to offer a means to integrate third-

party software applications into the MFP, providing the

end-user with a customized, time-saving experience

while standing at the MFP’s touch screen. The result:

Today’s MFP development platforms.

Volume 15 � No. 2

18

10

20

F E A T U R E A R T I C L E S

Your Web Strategy

What every dealership’s

site should includeBy Darrell AmyDealer Marketing SystemsIt is no secret that your current

and potential clients visit your

Web site. Potential clients visit

your site before or after a sales call. Current clients visit

your site to find phone numbers, request service, enter

meter readings or order supplies. What clients find on

your Web site is critical to the success of your dealership

— particularly new areas like color, managed print serv-

ices and document solutions.

28 Sound Job Descriptions

They can help you

select the right peopleby Rich SissenSissen & AssociatesEmployee selection errors are commonplace and their

costs are staggering. Tens of thousands of dollars are

lost each year by companies of all sizes because they

select people who are not qualified to fill key jobs.

P R I N C I P A L I S S U E S

The Right Fit

Are your employees &

dealership in harmony?by Robert C. GoldbergBTA General CounselIn order to distinguish your dealer-

ship by service, all of your employees must be com-

mitted to customer satisfaction and genuinely enjoy

their jobs.

26

D E P A R T M E N T S

6

8

30

Executive Director’s Page

BTA President’s Message

Advertiser Index

S E L L I N G S O L U T I O N S

29 Key Account Management

Critical questions

to help optimize resultsby Tom KramerCATALYST Performance LearningDo you know everything you need to

know to win key accounts? I have found that it is what

you know that drives what you do, but it is what you did

not know — and could have — that costs you business.

Business Technology Association� September Education Calendar

� BTA Membership Application

� BTA Highlights

23

C O U R T S & C A P I T O L S

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Executive Director/BTAEditor/Office Technology

Brent [email protected]

(816) 303-4040

Associate EditorElizabeth Marvel

[email protected](816) 303-4060

Contributing WritersDarrell Amy, Dealer Marketing Systems

www.dealermarketingsystems.com

Robert C. Goldberg, General Counsel Business Technology Association

Randy Gould, One Stop Business Centerswww.osbc.net

Tom Kramer, CATALYST Performance Learningwww.catalyst2performance.com

Rich Sissen, Sissen & Associateswww.sissenandassociates.com

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

[email protected]

Mary HopkinsDatabase Administrator

[email protected]

Teresa LeerarBookkeeper

[email protected]

Brian SmithMembership Sales Representative

[email protected]

©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

Some dealers often

express a longing

for the days when

BTA’s districts hosted

more education and net-

working opportunities.

Are you among them? If

so, then I encourage you

to consider attending one of three BTA district

events scheduled for September and October.

On page 8, BTA President Ronelle Ingram

provides the details on a BTA West event

scheduled for Sept. 19-20 in Cypress, Calif. In

the coming weeks, on the BTA Web site

(www.bta.org) and elsewhere, you will also

see details on a BTA Southeast event sched-

uled for Oct. 24-25 in Waynesville, N.C. In this

space, I’d like to give you some of the details

for the third upcoming district event —

“Connect, Compare, Compete: An Executive

Summit,” scheduled for Sept. 11-12 at the Ritz

Carlton Westchester (at only $199 plus tax a

night) in White Plains, N.Y.

This two-day event (very affordable at

only $159 for General Registration) will

feature an outstanding line-up of education

session presenters, an opening reception

and a New York Yankees game. It is designed

for office technology dealership principals

and members of management who are

looking to take their dealerships to new

heights. As an attendee, you will “connect”

with vendors, industry experts and dealers,

have the opportunity to “compare” your

dealership’s efforts to current strategies for

success, and find new ways to “compete”

more intelligently to grow your business.

Here is a look at the education line-up:

� “Why is Everybody Always Picking on

Me?” presented by Bob Goldberg, BTA

general counsel. Bob will tell attendees how

to protect their businesses and position

them for success, focusing, in part, on prac-

tical solutions to everyday problems.

� “Growing Market Share and Profits”

presented by Tom Callinan of Strategy

Development. Tom will provide attendees

with the tools they need to reduce turnover,

increase sales rep productivity and develop

a strong sales force.

� “Moving From Boxes to Solutions” pre-

sented by Jon Reardon and Randy Dazo of

InfoTrends. Jon and Randy will go over the

trends and forecast of the solutions market

and also review what it takes to move from

just selling hardware boxes to selling solutions.

� “Shifting Service From Reactive to

Proactive” presented by Jack Duncan of Jack

Duncan Consulting. While service will

always be somewhat reactive, Jack will

explain how proper planning and training

can go a long way toward being proactive.

� “The Case for Page-Based Compensa-

tion” presented by Lou Slawetsky and Ruth

Ann Kordell of Industry Analysts Inc. Lou

and Ruth Ann will provide attendees with an

action plan to help them adjust their sales

compensation plans so that they provide an

incentive for sales reps to dig for those appli-

cations that generate volume and profits.

In addition, BTA and Strategy Develop-

ment will host the “BTA Print Management

Workshop” on Sept. 10-11 in nearby Tarry-

town, N.Y. Attendees of the workshop will be

able to attend the Sept. 11-12 BTA East

event at no additional charge.

For more information on the BTA East

event, call (800) 843-5059 or visit BTA online

at www.bta.org. Space and the number of

Yankees tickets are limited, so register to-

day. I hope to see you in White Plains. �

— Brent Hoskins

Attend BTA East’sSept. 11-12 Event


®

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BTA PRESIDENT’S MESSAGE

“On your mark,

get set, go!”

“The f lag is

up!” No matter how you

say it, if you want to be

on the winning team ,

you must be prepared for

victory.

As part of the BTA “Educating U” series of

events, three separate conferences are being

presented in Cypress, Calif., White Plains,

N.Y., and Waynesville, N.C., this fall. Each will

provide a relaxing atmosphere to network

with other BTA members and learn from

industry leaders who will share their knowl-

edge and insight into current business trends.

“Fast Track to Recession-Proofing Your

Business” is the Sept. 19-20 BTA West event

in Cypress, Calif. Sales and service per-

sonnel, as well as dealership principals, can

choose from a wide variety of offerings.

As a front-runner to the event, Darrell

Amy will present his ProSolutions Work-

shop Sept. 18-19. This program offers state-

of-the-art solution selling techniques that

emphasize return on investment — not

being the low-price bidder.

BTA General Counsel Bob Goldberg will

share his wit and wisdom during his session,

“Why is Everybody Always Picking on Me?”

He is also offering BTA members the oppor-

tunity to schedule one-on-one time with him.

Tricia Judge, executive director of the

International Technology Council , will

present the current happenings in the world

of compatible supplies. Brenda Merrill, a

working document management profes-

sional, will share her real-life experiences as

director of marketing and business develop-

ment for MWB, Southern California’s largest

Global Imaging Systems operation.

Friday afternoon’s education sessions will

be followed by a fiesta reception at the

Cypress Fairfield by Marriott hotel. BTA West

has negotiated a special rate of $99 per double

room or $119 for a suite. This Marriott prop-

erty is conveniently located near our confer-

ence host location at MWB headquarters.

On Saturday, Sept. 20, in-house marketing

reps will have the rare opportunity to work

with Ann Barr in an all-day “sellebration.”

Take advantage of this chance to learn from

Barr in a face-to-face interactive session.

On Saturday evening, attendees will

gather at the Los Alamitos Race Course’s

private Finish Line Terrace for dinner, con-

versation and an evening of quarter horse

racing. A shuttle to the course, course atten-

dance, drinks, dinner and a racing program,

in addition to the sessions led by Bob, Tricia

and Brenda, are included in the $159 cost of

General Registration.

BTA East is offering an executive/dealer

principal event, “Connect, Compare, Com-

pete: An Executive Summit” at the Ritz

Carlton in White Plains, N.Y., Sept. 11-12. BTA

Southeast is offering its “Fall Colors Confer-

ence” Oct. 24-25 at the base of the Great

Smoky Mountains at the Waynesville Country

Club Inn & Resort in Waynesville, N.C.

Take advantage of this trio of BTA “Edu-

cating U” events, which offer an extensive

line-up of venues, industry experts, spon-

soring vendors and member camaraderie.

For those of you who have not yet signed up,

keep this in mind — your competitors have,

perhaps, already registered to attend.

Don’t be left at the starting gate. For

more information and online registration,

visit www.bta.org or contact me directly

[email protected] or (714) 744-9032. �

— Ronelle Ingram

Attend BTA West’sSept. 19-20 Event

®

2008-2009 Board of Directors

PresidentRonelle Ingram

Steven Enterprises Inc.17952 Sky Park Circle

Ste. EIrvine, CA 92614

[email protected]

President-ElectBill James

WJS Enterprises Inc.3315 Ridgelake DriveMetairie, LA 70002

[email protected]

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

[email protected]

BTA Mid-AmericaMike Blake

Corporate Business Systems LLC6300 Monona DriveMadison, WI 53716

[email protected]

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

[email protected]

Ex-Officio/General CounselRobert C. Goldberg

Schoenberg Finkel Newman & Rosenberg LLC222 S. Riverside Plaza

Ste. 2100Chicago, IL 60606

[email protected]


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by: Brent Hoskins, Office Technology Magazine

Development PlatformsProviding integrated, customized applications

The trend toward commoditization

and the changing needs of end-

users app ear to have b een th e

initial catalysts. Office technology manu-

facturers saw that it was time to start

bringing the MFP’s role in the workplace to

new heights. The primary vision was to

offer a means to integrate third-party soft-

ware applications into the MFP, providing

the end-user with a customized, time-

saving experience while standing at the MFP’s touch screen.

The result: Today’s MFP development platforms.

Roger Ellefson, manager of solutions marketing for the

Xerox Office Group of Xerox Corp., explains how the vision at

Xerox became reality with the launch of EIP (Extensible

Interface Platform). “EIP is a software platform inside many

Xerox MFPs that allows independent software vendors and

developers to easily create personalized and customized

solutions you can access right from the MFP touch screen,”

he says. “These solutions, which are tailored to meet specific

business challenges, can leverage a customer’s existing infra-

structure and databases. Customers can take advantage of

applications from industry-leading software providers or,

because EIP is based on Web standards, it is easy for in-

house developers to create custom solutions.”

While Xerox launched EIP in 2006, it was not the first to

offer a development platform for MFPs. In 2003, Canon U.S.A.

Inc. launched MEAP (Multifunctional Embedded Application

Platform) at its Canon Digital Solutions Forum in Chicago. A

May 6, 2003, press release announced the expectation for

MEAP: “The technology advancement is expected to dramati-

cally transform the level of utility and value derived from mul-

tifunctional devices through extensive customization that can

be developed specific to individual customer requirements.”

Dennis Amorosano, senior director of software product

marketing and solutions development for Canon U.S.A. Inc.,

recalls the early considerations within

Canon. “We started to see some things that

led us to believe that a market trend was

coming where customers, longer term,

would be looking to more tightly integrate

the MFP into their work processes and

application environments,” he says. “Histori-

cally, copiers, printers, fax machines and the

like were there to support work, but they

were not all that integral to the process.”

Canon leadership moved toward adding a new dimension

to the company’s product offerings. “We needed to have

some means by which we could readily develop the capabili-

ties on the platform that would allow us to integrate more

effectively with customer workflows,” explains Amorosano.

“Ultimately, we settled on what became the MEAP platform.”

Other manufacturers have launched development plat-

forms as well. In 2003, for example, Ricoh Americas Corp.

introduced RiDP (Ricoh Developer Program). Java is the main

RiDP platform. In 2005, Sharp Imaging and Information

Company of America was the first MFP manufacturer to

introduce a Web Services-based architecture, the Sharp OSA

(Open System Architecture) platform.

Sharp and Ricoh officials, too, saw the need to bring the

MFP to new heights. Vince Jannelli, associate director of appli-

cations and partners for the Product Management Group at

Sharp, says the launch of Sharp OSA, in part, was a matter of

providing a new value proposition. “What the Sharp OSA plat-

form does is it brings our dealer channel the ability to provide

the customer with a tailored MFP, whether through internal

development efforts or by dealerships acting as integrators,

leveraging the development of ISVs in our partner program,”

he says. “At the end of the day, as a dealer, do you want to be in

the commodity business or do you want to be in the value

business? This is the message of customization. People often

refer to the channel as primarily consisting of box pushers, but

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this is not necessarily the

case, especially now with the

advent of such powerful cus-

tomization tools as the

Sharp OSA platform. It is

essentially a tool set that ‘de-

squares’ the box, opening up

the value proposition.”

Actually, it appears that

the introduction of develop-

ment platforms have come to

a certain degree out of neces-

sity, given the growing num-

ber of software-based solutions now available in the office

technology industry. “We made the product more flexible

because the environment it is fitting into is more complex,”

says Jannelli. He notes that regardless of their high level of

expertise, etc., MFP manufacturers cannot provide features

that will meet every requirement of the end-user. “The way to

solve that is to provide an open development platform that

allows for customization and flexibility. These two things were

the initial vision for Sharp OSA and continue to be today.”

Greg Anderson, senior

engineering manager for

Ricoh’s Developer Technolo-

gies and Support, offers a

similar comment, citing

“necessity” among the rea-

sons for the launch of the

company ’s development

platform. “If you look at the

landscape outside the print-

ing arena, there are so many

solutions,” he says. “It be-

came really obvious to Ricoh

that although we are going to be pursuing solutions, there is

really no way we could provide the connectors, interfaces

and integration to everything that is on the market.”

As one might expect, there have been signif icant

strides in the development platform programs among the

manufacturers since they were first introduced. A look at

Canon — the development platform pioneer within the

scope of vision of the BTA dealer — illustrates the degree of

advancement. “When we first introduced the platform back


“... As a dealer, do you want to be in thecommodity business or doyou want to be in thevalue business? ... TheSharp OSA platform ... isessentially a tool set that‘de-squares’ the box ...”

— Vince Jannelli, Sharp Imaging andInformation Company of America

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Docuware ad Aug 08 Member logo:Layout 1 7/24/08 4:53 PM Page 1

in 2003, quite frankly, we

here in the United States

didn’t have a tremendous

amount of experience and

capability in using the plat-

form,” says Amorosano. “So,

as a result, our ability to

effectively assist third-party

developers was somewhat

challenged.”

However, five years later,

Canon has come far, says

Amorosano. “I think the dif-

ferences between where we were in 2003 versus where we

are today in 2008 are like comparing night and day,” he says.

“We have been able to improve on so many different levels

as compared to where we started.”

Today, he says, the developer experience with Ca-

non’s Software Developer Kit (SDK) is much improved over the

early days. With the current

SDK, “the developer doesn’t

have to write nearly as many

lines of code in order to eli-

cit a device function,” says

Amorosano. “For example,

historically, if you were going

to try from your application

software to command a de-

vice to scan a page that may

have been 50 lines of code.

Now it may require only six

lines of code.”

Such improvements and the expertise that has since devel-

oped within Canon U.S.A. are paying off. “In the last 18

months, we have seen a strong increase in activity in terms of

the number of developers,” says Greg Ryan, Canon’s director of

industry and alliance marketing. “In the third-party develop-

ment community, including software vendors like Equitrac,

Pharos and Captaris, we now have approximately 12 to 16 of

them that have applications that are commercially marketed.”

Canon also offers five or six Canon-branded MEAP-enabled

applications that are basically extensions of the company’s

imageWARE suite of products. In addition, the company has

developed integrated, customized MEAP-enabled applications

unique to specific customers. Oftentimes, says Ryan, the appli-

cations are developed by Canon for a dealer’s customer. “We

will develop them on the dealership’s behalf and run the busi-

ness through the dealership and allow them to deliver it to the

end-user,” he says. “We have about 40 of those opportunities

that are in the pipeline right now.”

While other manufacturers offer company-branded applica-

tions enabled by their development platforms and provide cus-

tomized solutions for specific customers as well, perhaps the

best indication of the success of their programs is the number

of third-party developers. The numbers are increasing.

When Sharp OSA was first introduced, four program part-

ners — eCopy, Equitrac, Kofax and Liberty IMS — previewed

on stage at a Sharp dealer meeting how their software prod-

ucts could be run on the manufacturer’s MFPs. Today, says

Jannelli, there are more than 150 participants in the Develop-

ment Program and, through Sharp’s Marketing Program,

there are approximately 35 “validated” Sharp OSA-enabled

software products. He notes that the developer community

consists of a mix of ISVs, end-users and independent dealer-

ships, with the last group representing about 35 to 40 percent

of the participants in the Development Program.


“I think the differencesbetween where we were in 2003 versus where weare today in 2008 are like comparing night and day.We have been able toimprove on so many different levels ...”

— Dennis AmorosanoCanon U.S.A. Inc.

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At Ricoh, there are three

RiDP levels — Basic, Pre-

mier and Premier Plus. Joe

Gormley, senior manager for

RiDP, reports that the com-

pany just exceeded 50 partici-

pants in the top level, Pre-

mier Plus. “Of those 50, we

now have 29 Java-based solu-

tions that are made available

for sale through third-party

developers,” he says. (Gorm-

ley notes that there are no

dealerships participating in the program. “Typically, their

expertise is in sales and marketing as opposed to develop-

ment,” he says. “I have not encountered any dealerships to

date that have strong ‘development shops.’ However, should

the situation change and dealerships begin to employ devel-

opment staff, we would be certain to re-evaluate the Ricoh

Developer Program offerings.”)

Meanwhile, at Xerox there are four levels in the Xerox

Alliance Program. Currently, the company has 10 partners in

the top two levels, Platinum and Gold, and more than 40 at

the Silver level. The bottom level, Developer, currently has

more than 400 participants. “The Platinum and Gold partners

have 21 solutions available and the Silver partners have 54

solutions available,” says Ellefson. “All of the Platinum level

partners have made updates to their software to leverage the

EIP platform, and the same is true of our Gold partners, with

one or two exceptions — and, in these cases, the software

updates are in progress, but not yet available for sale.”

Like Canon, the other manufacturers not only reported an

increase in the number of developers, but they also report

improvements to the platforms, SDKs and developer programs

themselves. Sharp, for example, recently introduced a new gen-

eration Sharp OSA that offers, among other enhancements, “a

richer user interface experience,” says Jannelli. At Xerox, the

primary focus is currently on implementing EIP throughout

the product line, says Ellefson. “We have made tremendous

progress, with the majority of our console-type (A3) products

now EIP-enabled.” And, at Ricoh, the company is set to

announce this month two new RiDP programs — MASA

(Major Account/Strategic Accounts) and EDU (education) —

providing to developers within the two key target markets

access to SDKs, Ricoh support, etc., says Gormley. In addition,

Ricoh is announcing a new category within RiDP for Docu-

ment Mall, the company’s on-demand document sharing and

management service.

What is the payoff from

today’s manufacturer devel-

opment platforms for deal-

ers? From Sharp’s Jannelli:

“Market share and margin;

you can address a broader set

of customer issues.” From

Canon’s Amorosano: “When

selling an embedded applica-

tion, customers get locked-in

in a big hurry. It becomes

very, very challenging for

competitors to make inroads into environments where the

dealership has been successful selling an MFP with a MEAP-

enabled application.” From Xerox’s Ellefson: “Dealers who

take advantage of this will have more to offer their cus-

tomers and will outpace competitors who do not.”

Despite the payoffs, many dealers whose manufacturing

partner offers a development platform may not be taking

advantage of the opportunity. “The Sharp OSA platform has

been tremendously successful, but I think there is more

potential,” says Jannelli. “There are a number of dealers who

are ‘sitting on the fence.’ Many Sharp dealerships are selling

Sharp OSA-enabled applications at a regular clip, but many

are only occasionally coming through with one or two deals.

These are the dealerships that we are now focused on.”

Jannelli advises dealers to consider initially embracing a

select few of the development platform-enabled applications,

possibly selecting one each from various product categories

such as document management, fax server and accounting.

Or, he adds, dealers may want to first focus on working with

developers with complementary applications, all with a focus

in specific verticals, such as the medical or legal markets.

“When sales reps are introducing themselves and their

product line, they need to understand the specifics of cus-

tomers’ needs,” says Jannelli. “Then the reps should discuss

how the customization flexibility inherent in the Sharp OSA-

enabled MFP will help customers better meet those busi-

ness needs. This will help set them apart from the pack. As a

matter of fact, if a Sharp dealership sales rep doesn’t do this,

then he (or she) is really only leveraging half

of his available value proposition.” �Brent Hoskins, executive director of the

Business Technology Association,

is editor of Office Technology magazine.

He can be reached at [email protected].


“The Platinum and Goldpartners have 21 solutionsavailable and the Silverpartners have 54 solutionsavailable. All of thePlatinum level partnershave made updates to theirsoftware to leverage the EIP platform ...”

— Roger EllefsonXerox Corp.

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by: Randy Gould, One Stop Business Centers

Making an AcquisitionHow to complete the process in 90 days

During times of economic uncertainty, some business

owners might be hesitant to take a risk. However,

my dealership, One Stop Business Centers, thrives

by pursuing justified and well-researched challenges. After

several years of looking at five or six acquisition possibilities

that offered no real potential, I took on the challenge of

acquiring a competitive dealership in my market and com-

pleted the transaction in only 90 days.

As a dealership principal, I have clear and simple goals —

provide the best technology and support to our customers,

grow profitability and build market share. In December

2007, I received a call from a colleague informing me of a

potential acquisition opportunity of a competing dealership.

I was intrigued because the competitor and I represent the

same product line.

In determining the viability of this acquisition, specific

elements weighed heavily in my decision to proceed:

� This was a direct competitor.

�They were located in one of our existing marketing areas.

� We shared the same product line.

� Very little retraining would be needed.

� There would be shared resources.

The presence of these five elements convinced me that

this was a valuable opportunity. It was imperative to move

quickly and decisively.

Naturally, having a local competitor as a potential acqui-

sition candidate made me eager to learn more. It is a rarity

to have a viable acquisition within your marketplace and,

therefore, I wanted to expedite the process and gauge the

validly of the opportunity.

Over the years I have successfully completed six acquisi-

tions. One fact I have come to appreciate is that in any

acquisition venture, it is important to have the right

mindset. This sounds easy enough, yet I have discovered

that you should be prepared for unexpected bumps in the

road and leave no stone unturned.

Acquiring a competitive dealership can be a daunting

task, but if done properly with the right management team

and strategic alliances in place, it can be made smoother

and easier than you may think. In my career, I have had the

fortunate circumstance of having incredible business

alliances helping my company. The two most critical are a

very capable law firm and an outstanding CPA firm.

The law firm should have “under one roof ” attorneys that

not only have extensive merger and acquisition capability,

BTA member One Stop Business Centers of Burlington, Mass.,

(downtown Boston office shown) acquired a competitive dealer-

ship, completing the transaction in only 90 days.

Gould Aug 08:Gould Aug 08 7/31/08 10:39 AM Page 10

but also have a team of legal profes-

sionals with a wide range of expertise in

order to address employment contract,

human resource, real estate and general

corporate law issues. This depth of

experience helps expedite the acquisi-

tion because unforeseen obstacles are

resolved quickly and efficiently.

Also, a highly skilled CPA firm with a

depth of talent is needed to rapidly and

accurately complete the due diligence process, confirm the

dealership’s financial viability and structure the financial

components of the transaction. Aligning my business with

these two key players afforded me the opportunity to

manage and control my cash outlay, ensure financial sta-

bility and close the acquisition quickly.

The acquisition process first started in earnest with a

phone call to the president of the dealership interested in

selling. As competing businesses, he was well aware of One

Stop’s reputation as a highly regarded document imaging

company. And in understanding his background, I was able

to rapidly gain his confidence.

Our second step was the due diligence process. Some of

the possible pitfalls included the potential liabilities in

acquiring this dealership, whether the acquisition would be

too much of a financial burden for our organization and our

ability to align all credit lines and absorb the debt from the

acquired company. Since I had been with my accounting firm

for more than 20 years, they knew the office technology

industry well and supplied financial insight that was prac-

tical and useful. In addition, we worked diligently with our

law firm to create solutions to overcome unexpected hurdles.

The third step was to address one of my core concerns,

which revolved around the employees of the company to be

acquired. There was angst over job security and we had to

ensure that they were fully informed. Our management

team knew we needed to act quickly to avoid unnecessary

issues and keep the entire team focused and balanced.

As the transaction neared completion, our management

team arranged a meeting with the new team to educate

them on our organization. We felt it was important to com-

municate with them about our reputation as a financially

sound and well-regarded office technology dealership. At

this time, our management team also explained the integra-

tion of the two companies. Employees were encouraged to

ask questions and, as a result, after the transaction was

completed, there were very few difficult issues to resolve.

Following the acquisition, our biggest

payoff was the ability to offer our new

customers services and support pro-

grams that were previously unavailable to

them. With the acquisition, our level of

customer service increased and our

product knowledge, service and support

strengthened. We have also become a

larger company with more resources at

hand to offer our new and existing cus-

tomers. Plus, our relationship with the manufacturer has

grown stronger because of their added support to what is

now a larger, more powerful dealership.

There is one final observation regarding the acquisition

challenge. As a small business owner and entrepreneur

since 1984, I plan ahead to give my business the most oppor-

tunity for growth. A proven method to accomplish this is by

being a fiscally strong company. This business strategy

allowed One Stop Business Centers to be in a position to

quickly take advantage of an unusual opportunity.

If you are considering an acquisition, I recommend these

essentials:

� Commit yourself 100 percent to completing the acqui-

sition. Understand your risk and the impact on your busi-

ness and bottom line.

� Have the right people working on your behalf to powerfully

conduct the due diligence process and structure the transaction.

� Put management and technical staff in place with the

ability to absorb the new business.

� Have the financial viability in place to complete the

transaction and handle the additional financial commitments.

An acquisition is a tremendous strategy to grow your deal-

ership. Of course, the days leading up to the close of the trans-

action were time consuming, but with this acquisition, in just

a little over 90 days, my company had grown 25 percent. Plus,

we then had the opportunity to improve our bottom line as a

result of offering our new and existing accounts superior

service, support and value. Because of our increased buying

power and visibility, we are also a better document imaging

resource for all of our current and future customers. Now that

was a risk worth taking. �Randy Gould is president of One Stop Business

Centers, a BTA member dealership. The

dealership is headquartered in Burlington,

Mass., with branches in Massachusetts, New

Hampshire and Rhode Island.

Visit www.osbc.net.

Following the acquisition,our biggest payoff wasthe ability to offer ournew customers servicesand support programsthat were previouslyunavailable to them.

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 | A u g u s t 2 0 0 8 | 19

Gould Aug 08:Gould Aug 08 7/31/08 10:39 AM Page 11


by: Darrell Amy, Dealer Marketing Systems

Your Web StrategyWhat every dealership’s site should include

It is no secret that your current

and potential clients will visit

your Web site. Potential clients

visit your site before or after a sales

call. Current clients visit your site to

find phone numbers, request service,

enter meter readings or order sup-

plies. What clients find on your Web

site is critical to the success of your

dealership — particularly new areas

like color, managed print services and

document solutions.

Technology providers need to be particularly concerned

about the image they portray on the Web. It is true that a

good Web site can make a big company look small and a

small company look big. In the same way, a poorly thought-

out Web site can make a technically competent company

look incompetent.

Over the past four and a half years, my team has analyzed

hundreds of dealership Web sites. The following are the five

things we look for when evaluating a Web site.

1. Does Your Site Build Credibility?Chances are you have tons of credibility with your clients

when it comes to talking about office equipment and

service. However, when it comes to new business initiatives

like managed print services or document management, your

current and potential clients are typically less trusting. It is

up to you to make them feel comfortable with your under-

standing of these technologies and your ability to execute.

Consider the following scenario: A sales representative has

an encouraging first meeting with a client to discuss managed

print services. On the way out the door, the sales representa-

tive hands the prospect his (or her) business card. Curious, the

prospect visits the company’s Web site to learn more.

What happens at this moment is critical to the sales

process. Hopefully, the client will

quickly find information to support

what the sales representative shared.

Perhaps the site provides relevant sta-

tistics, white papers and case studies

of other clients. In this case, the

prospect will likely feel comfortable

continuing the sales process.

But what if the prospect visits the

Web site and finds no information on

the solution that the sales representa-

tive was talking about? Instead, they find typical informa-

tion on the company’s great copier/MFPs and superior

service. It is not difficult to imagine how this client would be

skeptical of the company’s ability to deliver.

The way to build credibility is by providing relevant content.

The content should support what your sales representatives

are saying. In many cases, it should go deeper, providing more

information than would typically be shared on a sales call. Are

clients going to read all of this information? Most of them prob-

ably will not. However, they will be able to scan the headlines

and see that you know what you are talking about.

2. Do You Keep Them On Your Site?In today’s environment of over-saturated distribution, the

last thing you want a client to do is to leave your Web site. This

is particularly true when it comes to product information.

Maintaining product catalogs for multiple hardware brands

is hard work. I know. I have a part-time employee dedicated to

updating product information on every U.S. brand of copier,

printer, fax, digital duplicator, wide format system and scanner.

In response to the frustration of maintaining product cat-

alogs on their Web sites, many dealers have resorted to

linking to their OEMs’ product pages.

The problem with linking to an OEM’s site is that you lose

control of the client. In the physical world, this would be like the

Amy Aug 08:Amy Aug 08 7/31/08 10:48 AM Page 10

client leaving your office to go to the

OEM’s office to view a demo of a machine

that you do not have in stock. The chances

of them coming back are not great —

especially when they learn about the man-

ufacturer-direct location in your market.

We need to be realistic. Every one of

your clients knows how to use Google.

You cannot force them to stay on your

site. However, if you provide relevant

information (product brochures, drivers, manuals, etc.) on

your site, your clients will not have to leave. You may want to

think about engaging a third party to maintain your product

catalogs. It is worth the small investment to keep prospects

on your site.

When looking for a provider, make sure you can control

which products appear on your site. There is nothing more

frustrating than a sales rep getting an e-mail during the

sales process asking about a product on your site that you

do not carry or are not authorized to service yet. Also, look

for a product catalog that will enhance search engine place-

ment by publishing product information directly onto your

Web site. That way, when someone searches for a particular

product, you increase the odds that they

will hit your site.

3. Does Your Site Deepen Trust?One of the best ways to build credi-

bility on your site is by providing local

references. When clients see local com-

panies endorsing your dealership, it

builds confidence in your ability to

deliver. This is particularly true when it

comes to new initiatives like color, managed print services

and document solutions.

References can be delivered in one of two ways: First, you

could provide a quote from the client. I like to see quotes

embedded in the sidebars throughout a site or even rotating

in a flash presentation on the home page.

The other way to deliver references is through case

studies. They are a powerful way to prove your competence

in new solutions areas. Illustrating how you were able to

help another local company solve a problem goes a long way

in building trust during the sales process.

Some dealers are reluctant to put references on their site for

fear that the competition will target these accounts. While this

One of the best ways tobuild credibility ... is byproviding ... references.When clients see localcompanies endorsingyour dealership, it buildsconfidence ...



is understandable, the reality is that the

competition is already targeting these

accounts. When they see that you have

such a good relationship with an account

that they are willing to provide a refer-

ence, chances are your competition will

shy away and go after an easier target.

4. Does Your Customer Feel Safe?Many dealerships have partnered with

companies that provide customer portals for service, meters or

supplies. Often, the goal of these Web applications is to auto-

mate key processes in the dealership to improve customer

service and reduce overhead. Many times, though, these inter-

faces are under-utilized.

One of the main reasons clients are reluctant to use online

service interfaces may be related to something very simple

— the branding and layout of the interface. On many sites, I

have noticed that when you click on the link to enter a

service call, a new window opens up that does not look any-

thing like the dealership’s Web site. Instead, they are greeted

with a plain white page that asks them for a username and

password. This makes the client wonder where they have

landed. Many probably wonder if the site is safe. It is no

wonder clients are reluctant to use dealer service portals.

The solution to this problem is to make sure your cus-

tomer interfaces are branded to match your main Web site.

That way, when clients click the link to enter a service call or

key a meter reading, they feel comfortable that the informa-

tion is going to you.

Customization can be done in one of two ways. You can

embed the login script into a frame inside your current site,

so that the client is actually logging in through a page on

your site. The other option is to “reskin” the Web interface

on your current site. This involves creating a graphic set that

matches your current site.

While you are reskinning the user interface for your

service, meters and supply systems, it is a great time to think

about what you want to market to your existing clients.

These login pages are a great place to feature promotions on

new systems, solutions or supplies.

5. Be Easy to Find: Search Engine OptimizationYou likely have put a sign up in front of your dealership to

make it easy to find. You may have even chosen your location

based on exposure. You also probably have your phone number

in the yellow and white pages. However, in today’s online world,

you have to ask how easy it is to find your

dealership online.

Google (and other search engines) is

the new Yellow Pages. Most people use

search engines on a daily basis and this

trend will only grow. Therefore, it is crit-

ical that your Web site be positioned to

get good placement. While this could be

the topic of an entire article or book, let us

take a quick look at the basics of search

engine optimization.

The challenge with getting placement in search engines is

that it is more complicated than hanging a sign in front of

your building or paying for a Yellow Pages ad. While you can

purchase pay-per-click ads, I want to focus on setting up

your site to get placement on the free part of a search page.

There are a few fundamental things that need to be in

place. First, your site needs to be search-engine friendly.

Many people are becoming familiar with the term “meta

tags.” In layman’s terms, these are the behind-the-scenes

keywords and descriptions that go with pages on your Web

site. It is important that these are set correctly.

However, the actual content on your site is just as impor-

tant as the meta tags. The more relevant content that you can

put on your site, the more information the search engines have

to index. This increases your odds of getting good placement.

Another key is to continually add new content. Each time

you add content to your site, search engines index it, helping

to boost your rankings as a relevant site. You should do this

as often as you can — preferably daily. As a side benefit,

clients can enter their e-mail addresses to receive news noti-

fications and sales representatives can forward relevant arti-

cles to clients to help increase their touches with them.

Enhance Your Web Site StrategyThe Internet continues to grow in importance and tech-

nology continues to evolve. Always be on the lookout for ways

to enhance your Web presence. As the Internet continues to

evolve, it is vital to invest in strategies that enhance your image,

boost your credibility and compliment your sales objectives.�Darrell Amy is president of Dealer Marketing

Systems, a firm providing Web site content,

design, product catalogs and search engine

optimization services exclusively to document

solutions dealers. He can be reached at

[email protected].

Visit www.dealermarketingsystems.com.

One of the main reasons clients are reluctant to use onlineservice interfaces may be related to somethingvery simple – the branding and layout ...



EDUCATION CALENDAR

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 | A u g u s t 2 0 0 8 | 2 3

September10-11 BTA Print Management Workshop Tarrytown, NY

Taught by Tom Callinan and David Ramos of Strategy Development, this two-day educationalworkshop is designed to provide dealerships with the tools they need to establish a print man-agement strategy that will allow them to significantly increase the quantity of captured prints,lock-in customers, distinguish themselves from competitors and, ultimately, sell more hard-ware. Registrants will receive free Sept. 11-12 BTA East District event General Registration.

11-12 “Connect, Compare, Compete: An Executive Summit” White Plains, NYThis BTA East District event is designed for office technology dealership principals andmembers of management who are looking to take their dealerships to new heights. As anattendee, you will “connect” with vendors, industry experts and fellow dealers, have the oppor-tunity to “compare” your dealership’s efforts to current strategies for success and find new waysto “compete” more intelligently to grow your business. Education session speakers include BobGoldberg, Tom Callinan, Jon Reardon, Randy Dazo, Jack Duncan, Lou Slawetsky and RuthAnn Kordell. Also included in the General Registration price ($159) is a cocktail reception anda New York Yankees game. (Space and Yankees tickets are limited. Register today!)

18-19 BTA ProSolutions Cypress, CASoftware vendors teach you about their technology. But your clients don’t care about technology— they want their business problems solved. Taught by Darrell Amy of Dealer MarketingSystems, this course will help you understand your clients’ business problems, so you can providesolutions. Registrants will receive free Sept. 19-20 BTA West District event General Registration.

19-20 “Fast Track to Recession-Proofing Your Business” Cypress, CAThis BTA West District event is designed for office technology dealership principals, managersand sales representatives who are looking to further strengthen their dealerships. Educationsession speakers include Bob Goldberg, Tricia Judge and Brenda Merrill. General Registration($159) also includes a cocktail reception as well as an evening of quarter horse racing anddinner at the Los Alamitos Race Course.

20 “Maximizing Your Inside Sales Profitability” Cypress, CATaught by Ann Barr of Selling Supplies, this workshop includes a full day of motivational salestraining and interactive roleplay exercises designed to increase the effectiveness of imagingsupply sales representatives for the purpose of generating additional revenues and profits.Workshop registrants will receive free Sept. 19-20 BTA West District event General Registration.

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

Calendar Page 2008:23OT0907 8/1/08 8:45 AM Page 25

MEMBERSHIP APPLICATION

PART IV – INVESTMENT Select one: � Payment Enclosed (Make check payable to Business Technology Association)

� MasterCard � Visa � American Express

Annual BTA Dues: $

Card Number: Exp. Date: Card Holder’s Name:

I hereby apply for membership in Business Technology Association:

Signature: Date:

Return to: Business Technology Association, 12411 Wornall Road, Kansas City, MO 64145Phone: (800) 505-2821 � Fax: (816) 941-4838 � E-mail: [email protected] � Join online at www.bta.org

Membership dues must be submitted in U.S. funds. Dues paid to BTA do not qualify as a charitable tax deduction. Dues do qualify as a business expense.

Equipment/Products:� Audio/Video Presentation Equipment� Bar Coding Equipment� Binding Equipment/Supplies� Cash Registers/Points of Sale� Check Writing/Protection Equipment� Computers/Accessories/Supplies� Copiers (MFPs), B&W

Accessories/Parts/Supplies� Copiers (MFPs), Color

Accessories/Parts/Supplies� Duplicating Equipment/Parts/Supplies� Facsimile Equipment/Parts/Supplies� Filing Systems/Electronic Organizers� Furniture� Identification Systems/Labeling

Equipment

� Mailing/Shipping Equipment/Supplies� Networking Products/Services� OCR Scanners� Office Supplies� Paper Handling Equipment� Phone Answering Equipment� Power Protection� Printers, B&W

Accessories/Supplies� Printers, Color

Accessories/Supplies� Recycled/Remanufactured

Equipment/Supplies� Security Equipment/Systems� Shredders� Software Development/Sales/Support� Time Recording Equipment

� Typewriters/Accessories/Supplies� Other:

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

PART III – MEMBERSHIP Categories and Classifications

PART II – PRODUCT INFORMATION Please indicate the products you sell or the services you provide (check all that apply):

PART I – COMPANY INFORMATIONCompany Name:Street Address: PO Box:City: State/Province: ZIP/Postal Code: Country:Phone: ( ) Fax: ( ) Web Address:Occasionally, BTA makes its member list available to companies who wish to present opportunities to our members.Can BTA include your e-mail address in the online BTA Membership Directory? � Yes � No

No. of locations (include parent): No. of employees (include owners):

Year business was established: Annual revenue: $

Contact Names:Principal Contact: Title: E-mail Address:Sales Contact: Title: E-mail Address:Service Contact: Title: E-mail Address:

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


Retail Dealer Memberships:� $430 1-10 Locations (1 year)

� $795 1-10 Locations (2 years)

� $885 11-50 Locations (1 year)

� $1,395 51+ Locations (1 year)

Vendor Associate Memberships

� $1,500 Annual Sales up to $5 million

� $2,000 Annual Sales $5-$10 million

� $2,500 Annual Sales over $10 million

Service Associate Memberships

� $500 Annual Sales up to $1 million

� $750 Annual Sales $1-$5 million

� $950 Annual Sales over $5 million

Publications Associate Membership: � $150Dealers savewith two-yearmembership!

Member App 2008:Member App 2008 7/31/08 10:53 AM Page 25

BTA HIGHLIGHTS


The following new members joined BTA during themonth of June:

Dealer MembersAutomated Copy Systems, Abilene, TX

CDT Business Systems LLC, Mt. Ephraim, NJ

Document Solutions USA, Denver, CO

The Edge Technology Group Inc., Cumming, GA

Image-Pro Services & Supplies Inc., Batavia, IL

Professional Business Systems Inc., Rogers, AR

Specialized Office Services Inc., CapeGirardeau, MO

Vendor Associate MembersInternational Laser Group, Woodland Hills, CA

Jackin USA Inc., La Mirada, CA

Sagem-Interstar, Montreal, Quebec, Canada

Samsung Electronics, Irvine, CA

For full contact information of these new members,visit www.bta.org and click on “BTA HotlineOnline” on the home page before Oct. 1.

2007 Business EquipmentQuota Index (BEQI)

The 2007 BTA BusinessEquipment Quota Index (BEQI)provides market potential (prod-uct demand) indices for the U.S.market. Users of the BEQI areprovided with an index for the

desired state, county, MSA (metropolitan statisti-cal area) or ZIP code in the United States.

These indices can be used to forecast sales,evaluate territories, measure sales potential,establish sales quotas or measure sales perfor-mance. BTA members receive special pricing!

To order the 2007 BEQI, call (800) 843-5059 orvisit www.bta.org and click on “Research” in the

left-hand column of the home page.

For the benefit of its dealer members, eachmonth, BTA will profile two of its Vendor orService Associate members in this space.

BTA Vendor Associate memberSYNNEX Corp. is a business pro-

cess services company, servicing resellers andOEMs in regions around the world. SYNNEX pro-vides outsourcing services in IT distribution, con-tract assembly, logistics management and busi-ness process outsourcing.

SYNNEX distributes technology products frommore than 100 IT OEM suppliers to more than15,000 resellers throughout the United States,Canada and Mexico. Its focused product cate-gories include IT systems, peripherals, systemcomponents, software and networking products.

www.synnex.com

BTA Vendor Associate mem-ber Sagem-Interstar is a global

leader in fax server solutions for IP networks. ItsXMediusFAX leverages IP telephony and unifiedcommunications systems to enhance productiv-ity, collaboration and ROI by integrating fax onthe desktop.

XMediusFAX is also fully integrated with MFPsand copiers through native integration (OKI andMuratec), proprietary connectors (Canon andSharp) and standard T.37 protocols (Xerox, HP,Ricoh and Toshiba). Organizations wishing to ex-tend the life of analog fax and leverage MFPinvestments while they transition to converged IPnetworks and unified communications systemsmay also deploy the SAGEM FAX ATA 101S(Analog Terminal Adaptor).

www.sagem-interstar.com

A full list of BTA Vendor and Service Associate members can be found online at www.bta.org.

Member Page 2008:Member Page 2008 7/31/08 10:55 AM

In the office technology industry, everyone

offers the same functional products. Fea-

tures and reliability have become the

norm rather than the exception. While some

dealers insist upon competing by reducing the

cost per copy to the lowest possible (and often

unprofitable) amount, others compete based

on service. In order to distinguish your dealer-

ship by service, all of your employees must be

committed to customer satisfaction and gen-

uinely enjoy their jobs.

My wife, Carol, loves to buy shoes and I do

not believe she is alone. However, for the past year, she has not

set foot in a shoe store. Although she is only comfortable with

basic computer skills, she has purchased all her shoes through

the Internet shoe retailer Zappos. The shoes do not cost any less,

but Zappos makes shopping with them easy and pleasant. Carol

often expresses how nice the folks at Zappos are whenever she

has reason to contact them. Zappos usually sends shoes to our

home within two days of placing an order. They also include a

return shipping label for shoes that are not desired. One could

effectively order a dozen pairs and return them all at no cost.

Zappos has not distinguished itself by lowering its prices, but by

delivering exceptional service with employees who back up their

commitment to customer satisfaction.

How does Zappos find the right people to execute its plan?

It has recruiting systems, but they are not perfect. Many

dealers use recruiters and they are not always satisfactory

either. To overcome recruiting errors, Zappos has a program

that truly addresses whether the employee and the company

are a good fit. The plan is referred to as “the offer.” Employees

are put through a two-week training program to learn the

Zappos philosophy, job responsibilities, policies and proce-

dures. After the first week of training, the group is asked

several questions: “How is it going? Is this living up to your

expectations? Is this the right place for you?”

If the experience and the position are not right for the new

employee, Zappos has an offer for all employees during their first

week. Zappos will pay the individual his (or her) compensation

to date, plus a $1,500 bonus if he resigns. To date, only 2 to 3

percent of recruits have taken the money and left the company.

Zappos aims to be the best service organi-

zation that happens to sell shoes. Your dealer-

ship has similar goals and requires committed

individuals to reach them. Weeding a new

employee out quickly will save you both time

and money.

Often dealers contact me for advice

regarding termination of an employee. They

emphasize how many chances they have

given the individual to succeed in his posi-

tion. Perhaps by making “the offer” they

could have saved the time and energy spent

with the individual. Better yet, the individual would have vol-

untarily resigned, thus saving additional expenses like unem-

ployment compensation.

Another company that is able to recruit stars is Google. The

company’s job is easier, as it receives 700 resumes each day

and only hires 5,000 individuals each year. Google seeks the

“right” individuals and provides an environment where they

can flourish. Google employees work in “groups” or “teams.”

This allows cooperative efforts and creates team pressures for

participants to contribute. Google provides performance-

driven raises, yet it does not penalize for failure. Of the proj-

ects undertaken, Google only expects a 70 percent success

rate. Would your dealership be satisfied with a 70 percent

close rate? Let your teams set their own goals and reward

them for success.

A dealership is only as strong as the commitment of its

employees to customer satisfaction. The best equipment and

lowest price will not offset a service failure.

Recruiting is difficult. Professional recruiters may reduce

your time involvement, but they may not have any more success

than you. Evaluate new recruits early and cut your losses as

soon as either one of you determines it is not a good fit.

Following the initial satisfaction with “the fit,” create teams to

assure every employee is pulling his own weight.

Service can create a customer for life, but having

the right individuals to deliver that service is key.�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 Right FitAre your employees & dealership in harmony?


26OT0808:26OT0808 7/31/08 11:00 AM

Prosolutionsad:Layout 1 7/30/08 10:13 AM Page 1

Employee selection errors are common-

place and their costs are staggering.

Tens of thousands of dollars are lost each

year by companies of all sizes because they

select people who are not qualified to fill key

jobs. The cost of turnover is increased dramati-

cally when we add in training expenses, addi-

tional recruiting and selection expenses, loss of

productive time by management and lost busi-

ness through dissatisfied customers who are

served by incompetent individuals. Additionally, managers experience

discouragement and frustration in their own job when they realize

they must begin all over to recruit a replacement for a position.

The ability to match the capacities of a person to the re-

quirements of a job is a vital personal management skill and a

major factor in promoting your company’s efficiency, growth

and earnings. The underlying key to a successful business

operation lies in the initial selection of the right people for the

right jobs. The first step in this process is a complete and com-

prehensive job description. Below are step-by-step guidelines

on how to write a full and sound job description.

� Job Title: State the official job title.

� Major Goals and Responsibilities: Briefly describe the

basic purpose of the job. In other words, describe what the

results will be if the job is done successfully. Include the most

important goals, outcomes and responsibilities for which the

person will be held accountable. Indicate the criteria that will

be used to measure success in the position (cold calls per day,

phone calls, quota, etc.). If the job primarily involves sales,

management or other kinds of responsibilities, indicate the

percentage of time that will be spent on these duties.

� Products and Services Involved: Indicate those products

or services sold if it is a sales job. Otherwise, state the products

and services your company represents or produces.

� Essential Activities: Briefly state the five most impor-

tant functions of the job and what percentage of time should

be spent doing each. List these duties and responsibilities in

order of their importance to the job. Be specific.

� People Managed: If applicable, specify the number and

job titles of the people managed or supervised by the person in

the position. Include those who the employee will manage

directly, as well as those who he (or she)

will only be indirectly responsible for.

� Primary People Contacts: Identify

those people who the person in this posi-

tion will have frequent direct contact with.

Include c ontacts both int ernal and

external to the organization.

�Behavioral Characteristics, Attitudes

and Skills Required: Consider the specific

job carefully and describe a successful

person, but not one who is overqualified. Avoid the temptation to

“idealize” every job.

�Prerequisites: State the minimum requirements (education,

training or experience) needed to function effectively on the job.

� Toughest Parts of the Job: Include the most difficult

aspects of the job the person is likely to encounter during

start-up and on an ongoing basis (new sales territory, lots of

rejections, product knowledge, etc.).

� Compensation Methods, Range and Advancement

Opportunities: This information is crucial to selecting the

right people. Be candid about limitations as well as opportuni-

ties when completing this part of the job description. Provide

figures for the low and high range of salary or commission earn-

ings. What percent of the total is commission?

� Outside Influences: State any unusual circumstances

occurring within the team environment or circumstances that

will directly impact performance. For example, what training,

by whom and how much? What kind of support will he receive?

From whom will he receive it? What are the realistic advance-

ment opportunities? What behavioral characteristics should he

have for this job? How many hours per week are required?

Once you have the right job description in place, you are

better prepared to match the description to the skills, experi-

ences and behavior patterns of applicants to any position. �Rich Sissen has more than 30 years experience in the office

technology industry, including 10 years with a

major manufacturer and 18 years as the owner

of a copier and facsimile dealership. For the

past 10 years, he has served as a management

consultant for the office equipment industry.

Visit www.sissenandassociates.com.

Sound Job DescriptionsThey can help you select the right people

by: Rich Sissen, Sissen & Associates

PRINCIPAL ISSUES


Tens of thousands of dollars are lost eachyear by companies of all sizes because they select people who are not qualified to fill key jobs.

Sissen Aug 08:Sissen Aug 08 7/31/08 11:02 AM Page 26

Do you know everything you need to know to win key

accounts? I have found that it is what you know that

drives what you do, but it is what you did not know

— and could have — that costs you business. In

this article we will look at powerful questions

that you will need to answer before you

invest time, effort and resources into pur-

suing an opportunity or an account.

We will look at four areas that will give you a

conceptual framework to assess your accounts

or individual business opportunities. We will

address the first two here and the last two in next

month’s article. The four areas are: business needs

and buying processes, buying profile factors, com-

petitive factors and the investment question.

Business Needs & Buying ProcessesFirst we need to look at why customers buy and

how they buy. We use three assessment criteria for

this step: the customer’s stated and unstated needs,

business goals and issues, and the decision process.

� Stated and Unstated Needs — Here are the

critical questions you need to ask: Are the account

needs clearly understood by the key personnel within

the account and by you? Are they defined quantita-

tively and qualitatively? Have they been clearly com-

municated to everyone? Do all key buying contacts

(such as high influencers, decision makers and low

influencers) understand the needs and are they com-

mitted to achieving a resolution?

� Business Goals and Issues — How well do you

know your customer’s goals and business issues? Busi-

ness goals and issues refer to the general and specific

results the customer expects to achieve from product or

solution purchases, i.e., increased productivity, increased

sales to their customers, increased profitability, problem reso-

lution, etc.

The critical questions you need to ask and answer fully are:

Do you have a clear understanding of the overall business

goals and issues faced by your account that create a need for

your products and services? What is more, can you specifically

identify those goals and issues that you can positively impact?

� The Decision Process — Understanding the internal

process of how a customer makes buying decisions is critical

for account success. Specifically, this means identi-

fying key decision makers, approvers and influencers

in the organizations, as well as other “buying entities”

such as purchasing committees.

The key questions you need to answer are: Is the

customer’s decision-making (buying) process known

to all customer personnel and clearly understood by

you? Are all decision makers, influencers and observers

fully identified and defined? Do you know the specific

position of each contact in the general buying process?

Buying Profile Factors: The AssessmentHere we address the customer’s company —

what it is and how it operates. To do this, we use

six different assessment criteria:

� Corporate Motive — Corporate motive is tied

to an account’s overall business goals and direction.

Power and fame motivators indicate aggressive com-

panies with market leadership and advantage as a

goal. On the other hand, safety-motivated companies

will seek low-risk solutions.

Critical questions to answer are: How does this

customer make key decisions based on corporate

motive? Are they power driven and looking for market

dominance? Are they fame driven and looking for inno-

vation? Or are they safety driven and looking for the

lowest-risk solution?

Your selling strategy should mirror the client’s buying

style. For example, power companies want to hear about

good solutions. They must be well tested and proven,

but still leading edge enough to empower them in the

marketplace. Fame customers want to hear about new and

exciting ideas that they can be the first on the block to have.

Lastly, safety companies want to hear about the tried and true

solutions. Sometimes, the biggest mistake we can make is

delivering a message that is incompatible with the company’s

corporate motivation.

� Capacity for Change — How will your customer accept

Key Account ManagementCritical questions to help optimize results

by: Tom Kramer, CATALYST Performance Learning


SELLING SOLUTIONS

Kramer Aug 08:Kramer Aug 08 7/31/08 11:04 AM Page 26

new ideas? Change capacity asks you to

look at the level of change that your prod-

ucts or your company creates for a specific

customer. Depending upon a customer’s

acceptance of change, a “better idea” may

or may not be an effective sales approach.

To evaluate your customer’s capacity for

organizational change and acceptance of

new processes, ideas or technology, you

need to identify if change is easily accepted

or actively resisted.

How successful have new initiatives been in this organiza-

tion? Is your customer an innovator? That is, is continuous

change and improvement normal and accepted? Is your cus-

tomer a joiner? Do they prefer low-risk change and do they

rely on generally proven solutions? Or, is your customer a

resister? Do they change only when it is absolutely necessary?

Do they harbor high internal resistance to change? Are they

the proverbial laggards when it comes to adopting new ways

of doing business?

� Relationship — Here we are looking at your current

relationship with your customer to determine the amount of

time and investment needed to win and keep the account. It

should be noted that in the case of a negative past relation-

ship, the effort to improve could represent an unacceptably

high investment.

Critical questions to answer are: What level relationship

has been established between your company and the cus-

tomer? Are you building upon a long-term successful track

record, developing a new customer or recovering from a pre-

vious dissatisfaction? Do you have the customer’s trust?

� Satisfaction Capacity — Although the account or sale

may b e w on using a combination of

product, pricing and added value, the key

question to ask here is: Ultimately, can

this customer be fully satisfied? The

answer to this question will tell how much

pre- and post-sale effort will be required.

� Power Advocate — The presence of

a power advocate is a powerful tool to gain

competitive advantage and secure the

account or close an opportunity. To deter-

mine if you have a true power advocate, you need to answer

the following questions: Will this person take a personal risk

on my behalf? Will he (or she) be an active inside salesperson?

Will he provide sales progress information? Will he provide

competitive information? Can he provide direct access to all

contacts in the decision-making process?

� Value Perception — The critical questions to ask here

are: Does your customer really perceive and appreciate the

value you bring to them? Does your customer perceive that

you and your company provide added-value products and

services that have a positive impact on their business success?

In the September issue of Office Technology I will address

the critical questions associated with competitive factors and

your investment assessment. �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

[email protected].

Visit www.catalyst2performance.com.


To evaluate your customer’s capacity for organizationalchange ... you need to identify if change is easily accepted or actively resisted.

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