july 2008 office technology

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DocuWare_OFFICETECH_BTA_fullpage_Swimming in Circles-Illus10.. 4/26/2007 10:45:36 AMDocuware June 07 5/15/07 4:30 PM Page 1

Q&A: Ronelle Ingram

Long-time volunteer assumes

2008-09 BTA presidencyby Brent HoskinsOffice Technology MagazineOn July 1, Ronelle Ingram became the74th national president of the Business TechnologyAssociation (BTA). She is vice president of technicalservice at Steven Enterprises Inc., a 16-year-old wide-format dealership located in Irvine, Calif.

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 | J u l y 2 0 0 8

CONTENTS

The Solution Specialist

Providing a needed

competitive edge by Brent HoskinsOffice Technology MagazineFor some dealers, the old way isviewed as the best way. Sellingboxes against a monthly quota remains the status quo.For others, a transition has taken place. They have out-paced competitors and are seen by their clients astechnology partners, helping to streamline document-based business processes and providing solutions.

Volume 15 � No. 1

18

10

22

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

Service, Parts & Turns

Do your technicians

have what they need?By Jack DuncanJack Duncan ConsultingSometimes we forget that service and parts are really“joined at the hip.” Service cannot make the necessarymargins if there is an excess number of rescheduledservice calls due to lack of parts at the right place andthe right time.

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

25 Finding Fulfillment

Use intrinsic motivators

to build successby David RamosStrategy DevelopmentWhen Michael Jordan came out of retirement for thesecond time, he said he needed the competition — thechance to prove himself against younger players —more than the money. Many successful businesspeo-ple who could afford to retire keep on working. Suc-cessful people find fulfillment in the work itself andnot just the money they earn.

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

The Family Business

Be sure to address the

challenges & threatsby Robert C. GoldbergBTA General CounselThe consolidation that has taken placeover the last 25 years has resulted in a unique businessprofile for the independent dealer. Today, a majority ofindependents represent family businesses, which havemany advantages, but face many challenges as well.

24

D E P A R T M E N T S6

8

30

Executive Director’s Page

BTA President’s Message

Advertiser Index

29 Leadership Strategies

Progressing from

concept to coachby Tom KramerStrategy Mapping SellingLeading today’s sales team is a complex job and ittakes much more than just managing and motivatingpeople. Today’s business environment has changeddramatically, and along with it, the traditional man-ager’s job of command and control has evolved into aleadership role characterized by collaboration, com-munication, coaching and empowerment.

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

27 Telemarketing Success

Steps to get the

appointment via telephoneby Jim KahrsPPMC Inc.Almost every dealership I have ever worked with waslooking for ways to grow sales. Very often the gameplan included a telemarketing component aimed atgetting the sales team in front of qualified prospects.For some reason, telemarketing is an area of difficultyfor many. With that in mind, I have dedicated this arti-cle to describing a plan that will bring success.

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Executive Director/BTAEditor/Office Technology

Brent [email protected]

(816) 303-4040

Associate EditorElizabeth Marvel

[email protected](816) 303-4060

Contributing WritersJack Duncan, Jack Duncan Consulting

www.jackduncanconsulting.com

Robert C. Goldberg, General Counsel Business Technology Association

Jim Kahrs, Prosperity Plus Management Consulting Inc.www.prosperityplus.com

Tom Kramer, Strategy Mapping Sellingwww.strategymappingselling.com

David Ramos, Strategy Developmentwww.strategydevelopment.org

Business Technology Association12411 Wornall Road

Kansas City, MO 64145(816) 941-3100

www.bta.org

Member Services: (800) 505-2821BTA Legal Hotline: (800) 869-6688

Valerie BrisenoMembership & Marketing Manager

[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

Where I l ive,

in suburban

Kansas City,

Mo., we have not yet

reached the $4 mark

for a gallon of unleaded

gasoline. Perhaps it is

just a matter of time. Of

course, I know many of you are now at $4-

plus a gallon. How are you addressing rising

gas prices at your dealership? I asked the

question in a recent e-mail survey of Office

Technology dealer readers. Here is a sam-

pling of the responses:

� “We have raised our trip charge for

billable customers and added a $3.25 fuel

surcharge to contract customers.”

� “Upon the anniversary of our mainte-

nance agreements we are increasing our

rates at a higher percentage.”

� “Like most everyone, we raised our

per-mile to tech to compensate for the extra

difference. In addition, we’re giving out gas

cards at weekly service meetings. As of yet,

since we don’t use company cars, we haven’t

added any surcharges to customers.”

� “Thinking of adding a fuel surcharge for

per-call and maintenance contract cus-

tomers in the range of $12 for each service

call on a per-call basis and a f lat $5 per

month on maintenance contract customers.”

� “We have raised our travel charge for

more distant customers and we are trying

to solve more problems over the phone.”

� “At this time we have not had to pass

along any price increase to our clients. We

changed our default freight carrier, which

seems to have helped. We continue to

monitor our freight bills and staff gas costs

and will reassess as needed.”

� “Minimizing trips, vehicle maintenance,

reducing weight in vehicles. At this point, we

have not implemented a surcharge.”

� “Increased mileage reimbursement to

techs. Raised hourly rates to customers from

$125 to $135 per hour. Increasing MA’s annu-

ally by 12 percent, which is a bump from 10

percent.”

� “We have traditionally offered free de-

livery. However, we are currently exploring

the possibility of charging a nominal fee for

deliveries less than $100.”

� ”We are paying mileage. With gas at

$3.99 per gallon, we are paying 45 cents per

mile. We are also charging for supply deliv-

eries except for machines under full main-

tenance.”

� “We are stuck. Ninety percent of our

customers are on CPC contracts, meaning

we don’t bill them regularly, so we can’t add

a surcharge. Our charge customers are few

and far between.”

� “We have added an explicit ‘fuel sur-

charge’ of $5 to every billable service call

invoice and, to date, we have received very

little ‘push back’ from customers.”

� “We raised our annual increase by 1

percent on all service contracts.”

� “We charge all new customers $5 ship-

ping and handling on each invoice for

monthly service. They are not happy about it.”

� “We have switched to a lower cost

vendor for delivering our supplies to cus-

tomers under maintenance agreements.

We have not added any surplus charges at

this time for supply deliveries, but we are

increasing our annual maintenance con-

tract renewal prices by an additional 5

percent on average.”

Additional responses can be found with

this column at www.bta.org. �

— Brent Hoskins

Rising Gas Prices —What’s The Answer?


®

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BTA PRESIDENT’S MESSAGE

Ihave always be-

lieved that the most

important part of

your company is the

employee. Sales, cus-

tomer service, profits

and a pleasant working

atmosphere are impor-

tant to the success of your business. In each

case, it is the employees who create your

sales, customer service, profits and pleasant

company culture.

As an active BTA member who has never

been a business owner, I am personally

aware of the employee side of working in

the office technology industry. As a senior

manager, I have dealt with job descriptions,

placing ads, interviewing, hiring, training,

labor hours, motivating, firing and always

keeping an eye on profitability.

For those of you who are owners, I en-

courage you to open up BTA member activi-

ties to all of your employees. Encourage

them to sign up for the BTA Hotline Online,

read this magazine, regularly visit and

explore the BTA Web site, and attend BTA

meetings, conferences and educational offer-

ings. You do not have to be a business owner

to be actively involved in BTA. My first rela-

tionship with BTA was attending the FIX:

Cost Management for Service course in 1975.

Today, 30-plus years later, I am still actively

involved as a BTA volunteer instructor of

FIX, and now as national BTA president.

Throughout my work history, I have been

privileged to be guided in my life’s work by

the people I have met through my associa-

tion with BTA. Through it all, BTA’s mem-

bers, activities, knowledge transfer, maga-

zine, conferences, meetings, dinners, and

professional and personal relations have

made my privileges as an employee of a

member company invaluable. BTA has been

my business partner, enabling me to sur-

round myself with successful people who

serve as role models, mentors and friends.

Whenever I have needed another dealer to

help me do an inter-territorial installation

anywhere in the United States, for example,

I have gone to the BTA list of member

dealers. When I call to make an inquiry as

to the willingness of another dealer to

partner on an installation, I always refer to

our BTA connection.

So, again, I encourage you to share the

value you receive from your BTA member-

ship with your employees. Th e more

involved and knowledgeable all employees

are, the greater their potential for under-

standing the big picture.

If you have taken advantage of your BTA

membership, then you know its value. When

I simply consider one call or one e-mail

exchange with BTA’s General Counsel Bob

Goldberg, as an example, his services alone

are worth the cost of your membership dues.

He works diligently to provide owners and

key employees with legal help that is invalu-

able in the day-to-day needs of a dealership.

Unfortunately, when working the BTA

booth at various business shows and confer-

ences, I am saddened by those who walk into

the booth and say BTA never does anything

for them. When I ask them if they have

attended any seminars or conferences, called

Bob Goldberg, taken advantage of our free

monthly webinars, or read BTA Hotline Online

and Office Technology, I receive blank stares.

Take it from someone who knows firsthand

— if you give nothing and take part in

nothing, you will receive nothing in return. �

— Ronelle Ingram

Share BTA’s Value With Your Employees

®

2008-2009 Board of Directors

PresidentRonelle Ingram

Steven Enterprises Inc.17952 Sky Park Circle

Ste. EIrvine, CA 92614

[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

The Solution SpecialistProviding a needed competitive edge

For some dealers, the old way is

viewed as the best way. Selling

boxes against a monthly quota

remains the status quo. For others, a

transition has taken place. They have

outpaced competitors and are seen by

their clients as technology partners,

helping to streamline document-

based business processes and pro-

viding solutions to overcome pain

points. In between are those dealers

who have seen the “writing on the

wall,” so to speak, and are now making

changes in order to ensure the long-

term viability of their dealerships.

Among those dealers in the latter two groups, one of the

focal points of change is the addition of the solution spe-

cialist. While the job description for this new role in the

sales process may vary somewhat from dealership to dealer-

ship, the vision is generally consistent. This is the person

who is helping the dealership do more than just sell boxes.

He (or she) is charged with the responsibility of under-

standing the customer’s business processes and facilitating

the implementation of a software-based solution or integra-

tion of hardware with existing software applications.

Darrell Amy, founder of the sales and marketing consul-

tancy Dealer Marketing Systems and instructor for the Busi-

ness Technology Association’s ProSolutions workshop, notes

that, today, when dealers are talking about “solution sales”

they are most often talking about document management or

managed print services solutions. “The solution specialist is

the person who comes alongside the sales rep to help drive

these software-based opportunities through to fulfillment,”

he says. “Typically, sales reps engage this person once they

have found an opportunity in the account for a solution sale.”

The solution specialist is an “overlay” to the general line

sales force that is “specif ical ly

responsible for supporting the sale

of connectivity and software,” says

Dennis Amorosano, senior director

of software product marketing and

solutions business development for

Canon U.S.A. Inc., in agreement.

“This is someone the general line

sales force can cal l on in cases

where they run into selling opportu-

nities for technologies that are

above and beyond the core hard-

ware products that they are typically

trying to drive day in and day out.”

In some dealerships, a current

employee is transitioned into the solution specialist role.

Other times, he is recruited from value-added resellers, system

integrators or software vendors. Whatever the case, the solu-

tion specialist who is involved in pre-sales activity should “be

able to understand workflow and processes and how they

relate to the key measurements of profitability inside a busi-

ness,” says Amy. “The dealership will ‘miss the boat’ if it sends

out a technical person who doesn’t know how to bridge the

gap between technology and the real business world.”

Thomas Davis, vice president of marketing applications

development for Sharp Imaging and Information Company

of America, cites one other key trait of the successful solu-

tion specialist. “He or she has to be an individual who under-

stands that it is the MFP you are selling, not applications

and integration services,” he says. “Everything has to lean

toward how the MFP is going to integrate with the applica-

tions the customer currently has or that the dealership is

going to implement. The MFP is the dealer’s core business.”

Can the general line sales representative simply take on

the dual role of solution specialist? “While every dealer and

every manufacturer would love to see the day when the

Cover Story July 08:Cover Story July 08 7/1/08 9:16 AM

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general line sales force is

capable enough to be able to

drive a box as well as a solu-

tion-based selling approach,

today’s reality is somewhat

distant from that,” says

Amorosano. “That is not to

say that it has not improved

dramatically in recent years,

because certainly it has. But,

there is still no question that

when you look at the sales

personnel inside of the

channel operations, you will find that you will have a lot of

folks who are making their living on being successful in

driving boxes.”

With that reality and the growing requirements among

end-users for software-based solutions, a separate solution

specialist is important, says Amorosano. “Given the nature of

the expectations on the part

of the customer, I think it is

almost incumbent upon

dealerships to layer capabili-

ties into their organizations

to be able to sell to these new

requirements,” he says. “If

they don’t, they’re going to

wind up in situations where

they are either going to get

outsold or find themselves

just trying to break out of the

commoditization that has

entered our business to a great degree. They are also going to

get caught in scenarios where they have to compete on price,

which is certainly not a business model that is tenable for any

dealer on a long-term basis.”

Davis offers a similar comment. What is going to happen

to the dealership that has no solution specialist? “It is going


“Given the nature of theexpectations on the partof the customer, I think itis almost incumbent upondealerships to layer capabilities into theirorganizations to be ableto sell to these new requirements.”

— Dennis AmorosanoCann U.S.A. Inc.

Cover Story July 08:Cover Story July 08 7/1/08 9:16 AM Page 11

We know how much technology needs good people, which might be why

people are saying such good things about us. At Toshiba, we know the copier’s

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Toshiba ad May 08:Layout 1 4/16/08 12:41 PM Page 1

to lose to the competition,”

he says. “Someone will go

into the customer location

— a specialist or someone

with application knowledge

— build a reputation and

friendship with the decision

maker, and the incumbent

dealership will lose the busi-

ness. These are not kind

words, but that’s the reality.”

The list of reasons for

dealerships to have one or

more solution specialists on staff appears to be growing.

Among them are the greater margins on both hardware and

software that can be realized, says Mitch Morgan, former vice

president of professional services (developed for IKON by

Morgan) for IKON Office Solutions and now president of Pro-

fessional Services Roundtable, a dealer peer collaboration

consultancy. “And I think it

is going to enhance the

value of the dealership,” he

says. “If the dealership is

prepared for future tech-

nologies, any external re-

view or valuation would

probably incorporate that.”

In addition, “more oppor-

tunities will occur than ever

before,” says Davis. “Under-

stand that, in some cases,

without a specialist , the

dealership won’t go back to the customer until the contract

is up in three years. But now, with a specialist, there is

reason to go back in on a more frequent basis to understand

what the customer is doing. It’s a whole different talk track

and it is entry into the door.”

Given the reasons for adding a solution specialist, have

dealerships taken the step? An e-mail survey sent to Office

Technology dealer readers for this article provides a favor-

able indication. Of the 72 respondents, 76 percent indicate

that they do employ one or more solution specialists. Specif-

ically, 53 percent indicate that they employ one, while 47

percent indicate that they employ two to five.

However, another question in the survey asked readers to

select from three choices to describe the result of employing

one or more solution specialists. Only 14 percent of those

responding to the question selected, “We are realizing sub-

stantial increased revenue and profit.” Meanwhile, 62

percent selected, “We are realizing moderate increased

revenue and profit.” The remaining 24 percent selected, “To

date, we are realizing no increased revenue and profit.”

If the benefits of adding a solution specialist are thought to

be so significant, why does the survey seem to reveal less than

ideal results for many dealerships? Morgan suggests that the

problem lies with the definition of “solution specialist” among

dealers and the expectations of the person in that role. “I

would challenge that 76 percent really have what I describe as

a dedicated pre-sales solution specialist on board,” he says,

noting, too, that the role of the specialist is often not clearly

defined. “I would estimate that a third of those 76 percent

don’t really have somebody in place with role clarity, an expec-

tation of accountability and a focus on pre-sales activity.”

Amy agrees. “The question is: Are those solution special-

ists properly engaged inside of the dealership?” he asks. “Do

they know what they should be doing? Or, are they just


“... In some cases, withouta specialist, the dealershipwon’t go back to the customer until the contractis up in three years ...With a specialist, there isreason to go back in on amore frequent basis ...”

— Thomas Davis, Sharp Imaging and Information Company of America


BTA East FP:Layout 1 6/30/08 4:11 PM Page 1

‘flying out there’ on their own? Many times, with the absence

of a job description, the solution specialist gets thrown all

over the place. One week he is working on the dealership’s IT

problems, the next week he is sent out to a problem with a

major account. So, a lot of dealers have them, but not all of

them are effectively using them.”

The effective use of the specialist will occur when sales

representatives are trained to seek document-related pain

points and then quickly engage the specialist to conduct a

business process analysis, says Amy. “When those two key

components are working in concert, that’s where we are

seeing dealers enjoy profitable success with solutions,” he

says. “When they are not, the solution specialist is just

going out to demonstrate software and everybody gets frus-

trated with the long sales cycle, which usually becomes the

eternal sales cycle.”

The dealership must provide “metrics-type role clarity”

where the solution specialist has specific areas of focus that

will “help drive the activities and behaviors that are going to

result in success,” says Morgan. “The way to drive that

behavior is to align specialists with specific reps or specific

teams. Have them very, very visible in the sales bullpen.”

Amy adds that another contributor to the dealership’s

success is proper marketing of its solutions program,

including the promotion of the solution specialist ’s

expertise. “Initially, we think the solution specialist is a sales

rep, but if you think about the context of what we are selling,

it is the solution, and the specialist is actually a part of that

solution,” he explains. “That person’s knowledge and capa-

bility is as much a part of the package as the MFP or the soft-

ware. So, in essence, when you are investing in a solution

specialist, you are actually investing in a sellable asset.”

If yours is among those dealerships that do not employ a

solution specialist, perhaps it is time to consider the com-

petitive edge and added revenue this position could

provide. Consider, too, the value of developing tighter rela-

tionships with customers. “If someone has a document

management system that your dealership installed, you are

always going to be involved with the hardware connected to

it,” says Amy. “Adding a solution specialist is an exciting and

very practical way to be able to lock-in relationships with

clients in today’s extremely competitive

environment.” �Brent Hoskins, executive director of the

Business Technology Association,

is editor of Office Technology magazine.

He can be reached at [email protected].


Your PerspectiveThe final question of an e-mail survey conducted in conjunc-

tion with this article asked dealers: “Do you have any generalcomments you would like to share on the topic of the solutionspecialist?” Following is a look at some of the comments received.(See this article at www.bta.org for additional comments.)

“We have found that having a person in just the role of solu-tion specialist is not working. Of our solution specialists, we haveone who also is a hardware sales rep and the other four areIT/technicians. We find that it is easier to develop leads fromwithin service than through sales.”

“Without a solutions specialist it’s impossible for a sales rep tosucceed in the print management and especially the documentmanagement arena. We learned early on [that] a rep can makesome serious mistakes without a specialist’s assistance throughoutthe sale.”

”A solution specialist has given us credibility. [We are] nolonger just ‘a copier company.’ It also has increased the numberof billable clicks. However, competition has driven the per-clickcharge down, taking away the ‘net gain.’”

“Solution sales is a top-down initiative for the entire company.”

”We recognize the need for such a person(s) since it hasbecome very obvious to us that our current complement ofaccount executives are incapable of selling solutions. [We are]currently looking at profiling and writing a job description.“

“It is a necessary position to stay competitive in the hardwaremarket.”

“The future will belong to firms that embrace ‘a consultativesolution sales’ posture. We have committed to this businessmodel.”

“We are using our sales reps as a quarterback for solutionsales with a solutions team supporting the rep in pre-sales, imple-mentation, installation and support of the software.”

“[It’s] hard to justify the costs. We need two more copier repsfirst, then we can consider it. It’s a ways away.”

“We realize that a solution specialist is important to futuregrowth, but to this point it has been a big investment in time andtraining with minimal results. [It is ] very frustrating and the econ-omy hasn’t helped in this area.”

”Solutions set us apart from our competition. Software andservices allow us to partner with our clients and prospects indeveloping viable plans to assist with increasing their efficienciesand lowering the cost of their operations.”

“Our solution specialist was employed with a software compa-ny and sold and supported software packages, so he is capableof and expected to make calls on his own as well as to assistsalespeople ...”


BTA West FP:Layout 1 6/30/08 3:24 PM Page 1


by: Brent Hoskins, Office Technology Magazine

Q&A: Ronelle IngramLong-time volunteer assumes 2008-09 BTA presidency

On July 1, Ronelle Ingram

became the 74th national

president of the Business

Technology Association (BTA). She

is vice president of technical service

at Steven Enterprises Inc., a 16-year-

old wide-format dealership located

in Irvine, Calif.

After graduating from UCLA,

Ingram entered the office tech-

nology industry. She was the first

female graduate of Savin’s full-line

technical training school, which led

to a position as a field service techni-

cian. After two years as a technician,

Ingram moved into a ser vice

manager position at a Mita dealer-

ship in Southern California. She then

moved on to FKM Copiers, also in

Irvine, where she spent 16 years as director of service and

director of supply sales.

Ingram is known to many in the industry as a presenter

and writer. She has openly shared with others the trials and

tribulations of her life in service management through her

monthly columns in several industry publications. Ingram is

also the author of the book “Service With A Smile,” which has

become known as a service manager’s best friend.

Recently, Office Technology magazine had the opportunity

to visit with Ingram. She was asked about her role as a BTA

volunteer, the association and the dealer channel. Following

are her responses.

OT: What led to your service as a BTA volunteerand how have you benefited from your years ofservice to the association?Ingram: I first became involved with BTA in 1975. After

being a successful field service

technician for Savin , I was

approached and hired by a start-up

copier dealership as their entire

service department. This is where

BTA first became part of my life. I

attended the FIX: Cost Manage-

ment for Service course that is

offered by BTA (then NOMDA).

In 1985, I became the instructor

for FIX. Through the years I have

“attended” 100-plus presentations

(as an instructor) of the course.

Each and every FIX has offered me

new ideas and reminded me there is

always room for improvement when

running a service department.

FIX has been the unequivocal cat-

alyst to everything I have achieved

as an office equipment field service professional. Being an

involved member of BTA has opened doors of opportunity to

me that would have never happened if not for my involvement

as a volunteer.

As a non-owner, early in my career as a working techni-

cian, I realized attending industry events would stretch my

personal budget. Being an active BTA volunteer offered me

free admission to local events in exchange for helping out at

the event. Soon I was being asked to participate as a

speaker and writer. Before long I had earned the right for all

my expenses being covered in exchange for my active par-

ticipation in industry events.

Keeping active in BTA and industry events is an easy way

to find out what is happening, what is important and what I

need to know to improve myself as an employee. It makes me

focus on the importance of each employee doing his or her

fair share to create profit within the company. Actually, I have

Ingram July 08:Ingram July 08 6/30/08 3:45 PM Page 10

used the greater part of my personal

vacation time to take part in these

events. Personally, I would rather be exer-

cising my mind by learning than getting a

suntan at an expensive resort.

I believe in the value of BTA participa-

tion from a very selfish point of view. I

have received more than 30 years of non-

stop knowledge, friendship and adven-

ture. I am a more valuable employee to

the business for which I work because of my BTA involve-

ment. The more I give, the greater the return on my effort.

OT: What do you bring to the BTA presidencythat you believe will assist you in serving theassociation and its members? Ingram: I know service. I understand all aspects of the

service department — dispatcher, field tech, parts person,

warehouse manager, interviewer, trainer, maintenance

agreements and, always, the need for profitability.

Beyond my service department expertise, I bring other

notable experience to the BTA presidency. For example, I

have worked for independent dealerships and for a manu-

facturer. In addition, as the instructor for BTA’s FIX course, I

have taught thousands of service profes-

sionals how to create profitability within

their service departments. And, finally, I

have shared the BTA philosophy over

international borders through presenta-

tions in Australia, New Zealand, Canada,

Europe, the Caribbean and all 50 states.

OT: What do you hope to accom-plish during your year as na-

tional BTA president? Ingram: My biggest hope this year is to spread the power of

dealers working together for the common good of each other,

the buying public and the industry as a whole. Profit is a vital

part of the American way of life. The better trained, mentored

and managed your employees are, the happier and more pro-

ductive your workforce will be. Happy employees create happy

customers. Happy customers create profit. BTA is the perfect

vehicle to educate and inspire workers and company owners.

OT: Why do you believe BTA is important to theoffice technology industry and to the inde-pendent dealer channel?Ingram: Just as our industry continues to change, so does BTA.

My biggest hope this yearis to spread the power of dealers workingtogether for the commongood of each other, the buying public and the industry as a whole.

w w w . o f f i c e t e c h n o l o g y m a g . c o m | J u l y 2 0 0 8 | 19

WJS, he remains system support manager, handling pre- and post-sales support.

Throughout the 26 years he has been involved in BTA, James hasheld several local and national positions, including BTA Southeastdistrict treasurer, vice president, president-elect, president andSoutheast representative on the national board of directors. Lastyear, he served on the national board of directors as vice president.In addition, he has served as an instructor and has been on severalBTA committees, including the Convention, Digital Task Force andNominating Committees.

James first volunteered for the association to improve his skills,but he says he has received more than just extended education fromBTA. “I would say that my initial reason to get into the SPRINT(NOMDA SPRINT instructor) program was to gain experience in pub-lic speaking,” says James. “The reward that lasted was the informa-tion learned in meeting with other dealers and the lasting friendshipsthat were made.”

As president-elect, James hopes to make dealers more aware ofthe programs BTA offers and get members to be more active in theassociation. “We have to encourage people to sign up for our edu-cation classes and seminars and get them involved in the associa-tion,” he says. “You don’t get value out of your membership unlessyou get involved.”

— Elizabeth Marvel

BTA 2008-09 President-Elect Bill JamesBill James graduated from the State College

of Arkansas (now University of CentralArkansas) in Conway, Ark. He received aBachelor of Science in mathematics with aminor in physics and then went on to graduateschool at Louisiana State University in BatonRouge, La., where he received his Master ofScience in mathematics before moving into the

industry and joining BTA.After graduation he was hired by Olivetti Corp. where he was

assigned to sell the company’s P101, the Programmable DesktopCalculator, which was the predecessor of today’s desktop computer.

As the programmable products division at Olivetti became moreadvanced, James moved into the programming department fromsales and eventually became district software manager.

In 1980, he started his own company, Micro Programs, whichprovided software development and services and in 1982, with thehelp of a partner, he started Micro Systems, a company that soldturnkey accounting systems for wholesale distributors. He took oversoftware development and the company began handling computersystems for Northstar, Televideo and Acer and eventually ported thesoftware to MS-DOS for use in Windows.

James began working for WJS Enterprises, a Canon dealership,in July 1991 as system support manager. Today, after 17 years at


Everyone is welcome to become a

member and take advantage of all the

offerings of BTA membership. This

includes independently owned dealers,

suppliers and manufacturers. An open

line of communication and education is

vital to our mutual profitability. There is

strength in numbers.

When you join BTA, you find that the

contacts and opportunity to meet and

learn from industry experts is enormous. Everything I am in

the industry today I owe to the foundation BTA educational

programs have extended to me over 30 years of learning.

There is also the opportunity to network with your contem-

poraries. Through the years, I have met many individuals

who have become my mentors and my friends.

OT: What do you see as the greatest challengesfor today’s independent dealer?Ingram: In a word: Education. An uninformed person is a

menace to themselves, his or her customers and the dealer-

ship’s profitability. If you don’t understand what you are sup-

posed to be doing, you probably won’t do it very well. Dealers

must take on the responsibility of constantly pushing the

envelope of staying abreast to what is

happening within our profession.

OT: What advice would you offerthe non-BTA member dealer intoday’s competitive market?Ingram: Opportunity rarely knocks on

your door. Calamity leans on the door-

bell . Al l the value available to BTA

members is on the other side of the

door. Schedule the time to invite the vast opportunities of

knowledge and success into your business. BTA staff and

members have already done the work to acquire and

organize the best providers of information. We have had

dues-paying members for more than 80 years and because of

their commitment to the association, you can open the door

and reap the rewards of BTA’s heritage of doing for dealers

what they cannot do for themselves. Please get involved.

Call me at (714) 744-9032 or e-mail me at [email protected]

if you would like to get more involved in BTA events. BTA

belongs to all of us. �Brent Hoskins is executive director of the Business Technology

Association and editor of Office Technology magazine.

He can be reached at [email protected].

Everything I am in the industry today I owe to the foundationBTA educational programs have extendedto me over 30 years of learning.


BTA 2008-09 Vice President Rock JanecekRock Janecek began his career in the office

equipment industry after spending four years in theU.S. Marine Corps. Upon completion of his serv-ice, he attended Riverside City College inRiverside, Calif., where he received his Associateof Applied Sciences degree in electronics technolo-gy. While attending college at night, he worked ata branch of Saxon Business Machines of Santa

Ana, Calif., where a friend from the Marines had referred him. Afterlearning how to service and repair Saxon’s full product line, Janecekmoved on to work as a technician for an independent dealership inSouthern California that serviced Mita, Konica Royal, SCM and otherbrands of equipment.

In 1991, after 10 years of service, Janecek moved on to workfor a start-up company named International Images of RanchoCucamonga, Calif., in a service management position. The compa-ny sold and serviced Konica Royal and Muratec products, as wellas other brands. In 1999, International Images was purchased byBurtronics Business Systems Inc., which is one of the oldest continu-ous Lanier dealerships in the country.

Today, Janecek remains at Burtronics as division service manag-er. He oversees the company’s technicians and their training, aswell as coordinates the setup, testing and delivery of equipment tocustomers. He co-manages more than 26 technicians who cover a

27,000-square-mile territory that includes both Riverside and SanBernadino counties.

Janecek has been a BTA volunteer since 2004 for BTA West andserved as the BTA West 2006-07 president. “I want to be involvedwith the office machine industry on a level that is broader than just aposition at one dealership,” says Janecek. “There are fellow servicereps that I met years ago through NOMDA seminars, through manu-facturers’ training or from some other function, and we keep in con-tact with each other, bouncing ideas off of one another. I believethat BTA is vital to our family of dealers, keeping the doors of com-munication open to allow good information and timely practices tospread throughout the community.”

Janecek thinks the sharing of information is integral to the success ofthe dealer channel. “My reason for participating in BTA is to help withthe spread of information,” says Janecek. “I want to get the word outto other dealers so that they do not have to ‘reinvent the wheel.’ Theyneed to know that BTA makes good, solid information and techniquesavailable for sharing within the community.”

As BTA, and the industry, continues to evolve, Janecek sees BTA asbeing even more relevant than it is today. “This industry has changedgreatly in every area,” he says. “And BTA has changed right alongwith it and it continues to evolve. I expect that in 10 years, BTA willbe as relevant, or perhaps more relevant, than it is today.”

— Elizabeth Marvel


The BPCA was founded in 1963 with the vision of

forming a best practices organization that unites

leaders of independently-owned office equipment

dealers. The concept is quite simple - bring the

leaders of these companies together so that they

can share ideas, learn from each other, and take

their businesses to the next level.

Our members will attest that it’s well worth the

investment by making each of them better leaders

and bringing more value to their dealerships.

Feel like there’s something missing from your

organization? Let BPCA bring together all the

pieces of the puzzle.

Piecing Ideas Together.

If you’d like more information about our

organization and how to join, please send

us an email or give us a call.

Phone: 800.897.0250

Email: [email protected]

Website:

www.businessproductscouncil.org

Membership Director BPCA

c/o BTA

12411 Wornall Road

Kansas City, MO 64145

“Better Dealers Through

Learning and Idea

Exchange.”

31OT0107 12/18/06 2:51 PM Page 1


by: Jack Duncan, Jack Duncan Consulting

Service, Parts & TurnsDo your technicians have what they need?

Sometimes we forget that service

and parts are really “joined at the

hip.” Service cannot make the

necessary margins if there is an excess

number of rescheduled service calls

due to lack of parts at the right place

and the right time. In these times of

$4-per-gallon gasoline, it will only be

more crit ical that we address a

reschedule rate of more than 10 per-

cent due to the technician not having

the correct parts.

If we look at the cost of a service

call that the technician must return to in order to complete

it, we have effectively doubled our travel time and expense.

Then we will incur additional labor costs due to having to

install the part we should have had on the first visit. These

costs can easily add an additional $100 or more to the cost

of that service call, not to mention customer satisfaction

and potential downtime.

The role of the parts department in this scenario should

be to maintain a reschedule rate of 10 percent, while main-

taining inventory turns of 2.5 to 3.5 with minimal obsoles-

cence. While these may seem like lofty goals, can we afford

to not reach them? Turns can be accomplished by doing just

that — turning the inventory. This must be done by ordering

parts from vendors a minimum of once per week while

restocking technicians twice per week.

In most ERP software packages, adjustments can be made

to compensate for increasing and decreasing usage, thereby

increasing or decreasing stock levels. Probably the more

critical of these is to “slam the door” on purchasing as soon

as usage declines. Failure to do so, and continued purchasing

at the same level, will result in parts that must be written off

in the future, which will be a total loss. Increasing stock

levels as usage increases will prevent future rescheduled

service calls for the same item.

One thing that we must realize is

that there is a disconnect between pur-

chasing and usage. When we order

parts, we are actually acquiring assets

that we will put on the shelf. There is

not a warning sign or bell that goes off

to tell you that those parts are now just

sitting on the shelf, like $100 bills. Usage

may occur at a later date and if usage

was not considered when the order was

placed, usage may not occur at all. The

result? A write-off at a later date.

Inventory turns versus reschedule rate? There is a definite

pendulum effect between these two. Push the inventory

turns too high and we have an abundance of rescheduled

service calls. Lower the reschedule rate too much and you

have low turns and an increased chance for parts write-off. In

other words, if turns are too high, you are throwing labor at a

parts problem; if turns are too low, you are risking obsoles-

cence by having too much inventory.

How much inventory should you have? A simple way to

estimate this is to take a six-month average of your parts

cost and break it down to a monthly average. Then multiply

this by 4.04. You could also calculate the inventory turns

backward by adapting the formula for inventory turns.

Normally we use parts consumed for a one-month period

divided by parts inventory value and multiply by 12 to annu-

alize the turns. Simply change the inventory value number

until you get the desired turn level. This number will then

show you what the necessary levels are in dollars. The lower

the parts value, the higher the turns. The higher the parts

value, the lower the turns. See examples in the graphic above.

It is then up to us to use our ERP software to its best advan-

tage to help us get the right parts into the warehouse. From

there, we must fill car stocks based on usage to eliminate as

Turns & Projected Inventory ValueQuarterly Parts Usage $241,046Monthly Parts Usage $80,349

Projected Inventory Value #1 $175,000Turns 5.5



Duncan July 08:Duncan July 08 6/30/08 4:13 PM Page 10

many rescheduled

calls as possible.

Failure to do this

will result in emo-

tional ordering and,

ultimately, failure

to meet our goals.

We have to have a

regular pattern of

both ordering and

restocking to get the proper results.

What if we need to increase our inventory levels? If you

have a 20 percent reschedule rate instead of 10 percent

and you have 10 technicians, you will need one additional

full-time technician to address only those excess resched-

uled calls. You are literally throwing labor at a parts

problem and this excess labor will cause a failure of

service to meet their GP goals. If we stop and think about

it, we only need to purchase the necessary inventory to

get up to the desired level once and then replace what is

consumed. If we do not increase our levels, we must pur-

chase additional technician labor every hour, on the hour.

Hiring technicians to meet the level of our parts ineffi-

ciency is not a good plan.

Inventory inaccuracies also play a role in defeating

even the best software from maintaining the proper stock

levels. Even though it may be a painful process, invento-

ries must be counted on a regular basis. One of the biggest

benefits of barcoding can be the time saved in the inven-

tory process. Inventory variances must be found and fixed

in order for purchasing to be accurate.

As you can see by now, service cannot succeed without

the proper parts in the right place at the right time. Inac-

curate ordering and restocking will result in either excess

labor costs or excess inventory write-offs at a later date,

or both.

The bottom line: Parts should not be seen as a necessary

evil; they are vital to our success. Invest your parts money

wisely and you will not have excess labor costs, travel

expenses and inventory that must be thrown away. �Jack Duncan has more than 35 years of industry experience

and currently works with more than 50

dealerships nationwide. He specializes in

increasing profitability through increased

productivity and proficiency.

He can be reached at (469) 287-2605.

Visit www.jackduncanconsulting.com.

Parts should not be anecessary evil; they arevital to our success. Investyour parts money wiselyand you will not haveexcess labor costs, travelexpenses and inventory ...


Duncan July 08:Duncan July 08 6/30/08 10:41 AM Page 11

The consolidation that has taken place

over the last 25 years has resulted in a

unique business profile for the inde-

pendent dealer. Today, a majority of independ-

ents represent family businesses. It makes

sense, for in light of the family participation,

the owner is reluctant to part with his chil-

dren’s future. Family businesses have many

advantages, but they face many challenges as well.

A family business tends to have a long-term perspective,

rather than looking for quarter-to-quarter growth. It is loyal to

suppliers and less inclined to make dramatic changes. There is

not a great deal of bureaucracy, allowing for business deci-

sions to be made more rapidly. The values of the company

have been established over many years and are shared by the

entire family. The business is not fixated on the bottom line,

but rather a sense of tradition and responsibility to the family

business and family name. So why do so many businesses fail

when passed on to the second generation?

There are an abundance of reasons for a family business to fail.

Disagreements regarding the direction of the business are often

one of the greatest challenges. It is essential to have a business

plan in place that is embraced by all participants. A well-respected

BTA member once told me that after his father retired, he was able

to implement all the changes his father had rejected. After most

failed, he finally recognized why his father had rejected them.

Family members must accept the wisdom and experience of their

elders and cease visualizing them as the dimwits they were during

the child’s teenage years. Likewise, an elder should accept that the

business degree provided his (or her) child may bring solutions

worth considering. A well-thought-out business and strategic plan

can provide a guide against which all ideas can be measured.

Retirement is a sensitive issue that must be addressed as such.

Pushing a parent out of the business is seldom successful. Your

business plan can set a date for the retirement of key individuals

and again establish the guide for retirement. It is important that

the individual is ready for retirement and, more importantly, that

he has plans for his time following retirement. One who is ready

for retirement will find the transition smoother than one who

was pushed out. For the sake of the business, do not pay

someone for doing nothing. Any payment following retirement

should represent something being provided

the business or a shareholder.

For those children brought into the busi-

ness, they must be qualified and paid ac-

cording to the responsibilities undertaken.

Bonuses and salary increases should be

based upon performance and not need.

Reviews should be performed regularly, and

if one is not performing to standard, they should be counseled

and terminated if necessary. Being let go from a family busi-

ness may be the best solution for everyone. If possible, have a

family member work outside the family business to obtain

experience. Some consultants suggest the individual should be

employed elsewhere for at least five years.

Bring in outside individuals to fill the gaps in the family

capabilities. Although it is often difficult to attract outside

management candidates due to a fear that advancement is

limited, this can be overcome by providing the opportunity to

acquire stock in the company. If the business does not require

outside managers, then place an outsider on your board of

directors. Have regular meetings and compensate the indi-

vidual for his participation. Seek someone who can add

knowledge and expertise for your business. An accountant,

attorney, marketing executive or another businessperson are

all possibilities.

Owners of a family business should give careful planning to

structural and tax issues. In formulating your plan for the

business, make sure to explore the best legal structure to

obtain the sought-after result. Consider the tax implications

as well. Over the past years, I have encountered dealers organ-

ized as “C” corporations that were dismayed to learn the tax

ramifications of not having elected “S” status or another

framework. Had they planned accordingly, the return on their

efforts would have netted a greater amount.

The opportunities to build a business and maintain it within the

family are rewarding. With those opportunities,

however, there are threats. Address the threats and

live happily ever after.�Robert C. Goldberg is general counsel for the

Business Technology Association. He can be

reached at [email protected].

by: Robert C. Goldberg, General Counsel for the Business Technology Association

COURTS & CAPITOLS

The Family BusinessBe sure to address the challenges & threats


24OT0708:24OT0608 6/30/08 10:43 AM Page 26

When Michael Jordan came out of retirement for the

second time, he said he needed the competition — the

chance to prove himself against younger players —

more than the money. I know what you are saying — “Anyone

who earned $25 million a season can say that.” That being said,

many successful businesspeople who could afford to retire

keep on working. Warren Buffett still picks stocks. Michael

Bloomberg decided that running his financial news company,

Bloomberg LP, was not enough and becoming mayor of New

York City would help make him a more well-rounded person.

My point is this: Successful people find fulfillment in the

work itself and not just the money they earn. That does not

mean they would work for free, but they do get more from

work than a large payday.

Frederick Herzberg, a psychologist who studied job satisfac-

tion, wrote, “The manager’s job is not to motivate people to

become successful. It is to get them to become successful so

they become motivated.”

How about you? Is your motivation to hit quota an incentive

trip or a contest? Or simply the work itself? Neither? Both?

Fifth Grade FlashbackWalking home from the fifth grade, my best friend Jason

told me that he was going to be $50 richer that evening. “My

Dad gives me $10 for every ‘A’ I get on my report card,” he said.

That night when my mother came home from work, I told

her that I thought it would be a good idea to pay me for my

good grades.

“Son, you go to school to learn. The ‘A’ is the reward. It indi-

cates that you’ve learned something. Someday you’ll go to

work and earn money by applying your knowledge. But for

now, enjoy learning for its own sake,” she said.

I thought she told me this because she was cheap. Today I

know that she taught me a valuable lesson on learning and on

continuing education as a lifestyle.

Extrinsic vs. Intrinsic MotivationGiving people money to do what they should be doing

anyway is called extrinsic motivation. Many sales managers

believe by offering salespeople bonuses, they can drive

behavior. Make your quota and get a 60-inch flat-screen TV.

Sell a million dollars worth of product and win a trip to Aruba.

Right now, someone is trying to invent the next big sales-

incentive program and sell it to sales managers to motivate

their sales teams. I often hear this statement: “Compensation

drives behavior.” My answer to that statement is “yes” and

“no.” My experience has taught me that compensation only

drives behavior to sell a mix of products or services. However,

it does not drive motivated behavior across an entire sales

force. If the statement about compensation driving behavior

is true, my thought then would be that everyone would be at

quota, correct?

However, you may have noticed that there is a tremendous

amount of satisfaction when you close a sale. You have

achieved an objective and you feel good about it. That is

intrinsic motivation — finding joy in the work itself. Yes, you

get paid (sometimes very well), but you are deriving satisfac-

tion from the work, not the paycheck.

There is one other thing that can increase your motivation

to sell more — a happy customer. When you satisfy a customer

by solving his problem, you will be more passionate about

your product, service and company. You internalize your value

proposition when you reach that level of passion.

You make a sale, earn a commission and create a happy cus-

tomer. The new, happy customer will help you approach a fresh

prospect with more confidence to make another sale. You earn

more money and create another happy customer. You are now

Finding FulfillmentUse intrinsic motivators to build success

by: David Ramos, Strategy Development

PRINCIPAL ISSUES


Ramos July 08:Ramos July 08 6/30/08 10:47 AM Page 26

more successful and, therefore, more moti-

vated than you were yesterday.

Successful salespeople give off three

vibes to customers:

� I like to be here.

� I know what I am talking about.

� I love what I am doing — selling.

At this point, you may not love your

sales career and there may be parts of

selling that you simply tolerate. Until you

become motivated by the work itself, managers will keep

trying to manipulate you with extrinsic motivators. They will

keep dangling the carrot and maybe you will keep chasing it,

maybe you will not.

H. Ross Perot tells us that “most people don’t know why

they come to work until they don’t have to come to work

anymore.” Many people believe that work is punishment for

not being born rich. Another view is that work is a way to

structure your life and be of service to others.

Before you go back to work Monday morning, jot down five

reasons why you are returning to work besides the money —

five good things you get from work besides a paycheck.

Now you are starting to focus on the

intrinsic motivators. And salespeople who

are intrinsically motivated are more ful-

filled and financially successful than

extrinsically motivated salespeople.

That being said, if you happen to win a

60-inch flat-screen TV or a trip to Aruba

along the way, enjoy! �David C. Ramos is a consultant with

Strategy Development, a management

consulting firm specializing in sales strategy and process,

advanced sales training, performance improvement strategies,

and mergers and acquisitions. Ramos has more than 12 years

of experience in the imaging industry as a top-producing

business development and management professional,

holding positions in the United States and Mexico.

He is co-presenter of the

BTA Sales Management Workshop and

BTA Print Management Workshop.

Ramos can be reached at

[email protected].

Visit www.strategydevelopment.org.

Until you become motivated by the workitself, managers will keep trying to manipulate youwith extrinsic motivators.They will keep dangling the carrot ...


Ramos July 08:Ramos July 08 6/30/08 4:20 PM Page 27

Almost every dealership I have ever worked with was

looking for ways to grow sales. Very often the game plan

included a telemarketing component aimed at getting

the sales team in front of qualified prospects. For some reason,

telemarketing is an area of difficulty for many. With that in

mind, I have dedicated this article to describing a simple, work-

able plan that, if followed, will bring success. The plan has been

outlined in a format that makes it easy to implement.

Telemarketing Plan for SuccessFirst and foremost, it is important to understand the

purpose and expected product derived from telemarketing.

The purpose of a telemarketing call is simply to get an

appointment and nothing more. Too many sales reps make the

mistake of turning the call into the opening stages of an

appointment. This is a fatal mistake in the sales process. With

this established, let us look at the process.

� Step 1: Getting the Decision Maker’s Name — It is crit-

ical to have a strong database or customer relationship man-

agement (CRM) software package to support your prospecting

efforts. The CRM allows you to accumulate useful data about

prospects and can help you move them through the sales

cycle. For telemarketing purposes, it is very important to have

the decision maker’s name and title. Having the name and title

makes it much easier to get through the receptionist or gate-

keeper screening.

If you do not have the decision maker’s name and title, it is

recommended that you first call the company with the sole

purpose of getting that data. This can be accomplished by

calling the office and telling the receptionist who you are and

asking who the decision maker is. It is often helpful to tell the

receptionist that you are going to be sending out some infor-

mation and want it to go to the correct person. You can also

alleviate any stress that the receptionist has by telling him (or

her) that you are not looking to then speak to the person, you

just need to get the name and title and verify the address. You

do not want to ask for the decision maker’s name and then ask

to speak with him, as the receptionist will usually let him know

that it is a cold call. Once you have the name, you can call

another day for an appointment and ask for the decision

maker with a level of familiarity.

� Step 2: Getting Past the Gatekeeper — The recep-

tionist’s job is to protect the communication lines of the

organization. Very often, this is taken to mean, “prevent

incoming communication.” It is kind of a crazy idea, but one

you will run into. The best method for getting through is to

approach the call in a very familiar way. Ask for the decision

maker the same way you would ask for your best friend or your

spouse if you were calling them. Use their first name only and

have the intention that the receptionist will put you through.

Do not be shy or apprehensive — it will come through in your

voice and communication. If the receptionist asks what it is in

reference to, simply say, “I’m following up with him.”

� Step 3: A Couple of Scenarios for Calling — Scenario 1:

The first thing you need to do is decide who you are going to

call. One very effective method is to make a series of calls to

the same vertical market. For example, get a list of attorneys,

accountants, insurance agencies, schools, etc., and call them

in sequence. The reason this works well is that you will find

Telemarketing SuccessSteps to get the appointment via telephone

by: Jim Kahrs, Prosperity Plus Management Consulting Inc.

SELLING SOLUTIONS


Kahrs July 08:Kahrs July 08 6/30/08 4:26 PM Page 26

similar concerns and objections and will

have success when discussing similar ben-

efits. One helpful tool here is to have a

prominent name in the vertical market

that you are calling that is a customer. If,

for example, you are calling on schools

and you already have one of the largest

school districts as a customer, you can use

this to get attention from the others. Here

is a sample script:

“Hello, my name is ______ from DEALERSHIP NAME. We

helped CUSTOMER NAME save a tremendous amount of time

and money on their printing and document processing. I’m

going to be out your way on Wednesday and would love to

learn more about your operation and see if we can help you as

well. Are you available at 10 a.m.?”

Very often you will get a response similar to, “No thanks,

we’re fine with our current systems.”

Keep in mind that in most cases this is a knee-jerk response.

It can even be completely untrue.

Here is a way to respond: “I totally understand. The reason

for the visit is not to sell you anything. The purpose is to meet

you, learn about your operation and see if there is anything we

can do to help you improve your process and save money on

your printing and document processing. With my knowledge of

the industry, I’ve been able to help many other schools improve

their document workflow while reducing overall costs by 25

percent or more. With the recent changes in technology, many

organizations are spending far more than they need to and are

not getting the production and ease of operation they should. It

will take 10 minutes of your time. I promise it will be worth it.”

Now, when they ask questions like, “What has changed with

the technology?” or “Tell me how you saved money for X Com-

pany,” do not answer their questions. Close for the appointment.

It goes like this: “I ’ l l go over al l of that with you on

Wednesday and relate it to your specific situation. May I come

by at 10 a.m.?”

If you answer their questions on the phone, you jeopardize

your chances for the appointment. When they are reaching for

information, you simply set the appointment. If you answer

the questions you almost always lose the appointment. And

remember, the appointment is the only reason for the call.

Scenario 2: You are calling from a geographic or generic list.

“Hello, my name is ______ from DEALERSHIP NAME. We’ve

helped a number of businesses in TOWN NAME save a tremen-

dous amount of time and money in their printing and docu-

ment processing. I’m going to be out your way on Wednesday

and would love to learn more about your operation and see if

we can help you as well. Are you available

at 10 a.m.?”

Sound familiar? You can use the same

pattern with minor adjustments depen-

ding on the list you are calling. Handling

questions and objections also follows the

same pattern as above.

It is important to be comfortable with

what you are saying on the phone. If the sug-

gestions made here or any others are not

comfortable for you, then do not use them. Find a way to modify

them to be workable for you while still following the basic princi-

ples outlined. Remember, phony does not work. Be yourself.

� Step 4: Practice Makes Perfect — The biggest reason

for failure in telemarketing can be directly tracked back to

practice. Very few reps actually practice their scripts and

calling skills prior to making calls. Work out the script you

want to use and practice it. Say it over and over until you are

100 percent fluent and comfortable with it. You should be able

to recite it and handle questions and stall tactics in your sleep.

Next, drill it with your manager or another sales rep. Have

them give you objections to handle. The person drilling this

with you should pretend to be an actual decision maker or

gatekeeper. Have him start off with easy scenarios and very

little resistance and then get tougher and tougher as you

improve in skill. Give easy objections then move on to tougher

ones. This practice allows you to learn the script and make

mistakes when they do not cost you money. The best athletes

in the world spend far more time practicing than they do

playing. This allows them to reach the highest level of success

when it counts. Sales reps that succeed in telemarketing adopt

this same approach.

Sales success in the office systems industry depends on

getting new prospects on a continual basis. Telemarketing is

the best way to cover a lot of ground quickly. So, what do you

do next? If you are a dealership owner or manager, use this

plan as the outline for building your telemarketing plan. If you

are a sales rep, implement this yourself. Successful application

of this program can and will make 2008 your best year ever. If

you have any questions feel free to contact me at the e-mail

address below. Good luck and good selling. �Jim Kahrs is the founder and president of Prosperity Plus

Management Consulting Inc. PPMC works with

office technology companies in building

revenue and profitability. Kahrs can be reached

at [email protected] or

(631) 382-7762.

Visit www.prosperityplus.com.

The biggest reason forfailure in telemarketingcan be directly trackedback to practice. Veryfew reps ... practice theirscripts and calling skillsprior to making calls.


Kahrs July 08:Kahrs July 08 6/30/08 4:26 PM Page 27

Leading today’s sales team is a complex job and it takes

much more than just managing and motivating people.

Today’s business environment has changed dramati-

cally and along with it, the traditional manager’s job of

command and control has evolved into the transformational

leadership role characterized by collaboration, communica-

tion, coaching and empowerment to achieve higher levels of

performance and employee satisfaction.

The New RealitiesIt has been stated many times that customers have become

more knowledgeable and sophisticated. They have more

choices and more information and they are more demanding.

The Internet has shifted power from the seller to the buyer.

What is more, sales channels have grown more complex.

Today your sales organization is competing against your man-

ufacturer and other dealers selling the same products you are.

The result of this is that competition is stiff, price levels are

dropping and margins are suffering.

In addition, today’s market is a solution-selling environ-

ment that requires partnering with software providers, work-

flow auditors or other third parties to create differentiation

and a competitive advantage. You are well aware that solution

selling is different from traditional product selling because it

requires a broader and more team-oriented approach. Quite

frankly, these new marketplace realities have made the job of

leading a sales team more demanding than ever.

The Three Principles of LeadershipIt is a common misconception that leadership is just a

matter of charisma, enthusiasm and vision. This misses the

point by a wide margin. The fact of the matter is that effective

leaders have functional skills and, in my opinion, these skills

can be learned and developed. Perhaps the first place to begin

is to differentiate leadership from management. Let us take a

look at the three principles of leadership.

� Leadership Principle One: Management is different

from leadership. The term “manager” is the title of authority

given by your company. Managers get things done. They are

pragmatic. They are good at planning, organizing, staffing,

controlling. Leaders, on the other hand, are more visionary

and are able to transform their vision into reality by moti-

vating other people. Therefore, I define leadership as the way

or manner in which you work with others to ensure your goals

are successfully accomplished.

� Leadership Principle Two: Leadership is all about the

followers, not the leader. You may have exceptional personal

leadership characteristics such as charisma, enthusiasm and a

dynamic personality, but you are not a leader unless you have

the ability to move a person or an organization to a higher level

of performance and, basically speaking, you have followers.

� Leadership Principle Three: The leader is the man with

the plan. That is to say, if you have a plan for your people’s

success and they know it, they will be motivated to follow you

and you will be perceived as an authentic leader.

The C4 Leadership StrategiesWe have developed a four-step model that defines the critical

stages to becoming a powerful and effective leader. We call it

our “C4 Leadership Strategies.” To progress to and become a

top-level C4 leader, you will be required to achieve the skills and

competencies associated with the previous three levels. Let us

take a look at each in succession. While we are doing this, you

may want to rate yourself on what your current C level is.

The C1 leader is a concept creator. He (or she) creates a

vision, a game plan or a team goal. He tells each team member

what must be accomplished, how it is to be accomplished and

Leadership StrategiesProgressing from concept to coach

by: Tom Kramer, CATALYST Performance Learning


SELLING SOLUTIONS

Kramer July 08:Kramer July 08 6/30/08 11:36 AM Page 26

who is responsible for doing what.

The C2 leader is the communicator. He

has all the attributes of the C1 leader and

effectively communicates the plan to the

team or organization so that everyone

understands:

� How accomplishing the plan will

meet the overall goals of the organization.

� How th e plan wi l l b en ef it each

member of the team.

� The responsibility of the team members.

� Performance expectations for the team and for the team

members.

The C3 leader is the collaborator. As the collaborator, he

provides team members with opportunities to set objectives,

develop tactics and strategies, suggest corrective actions and

become involved in team-building programs. The C3 leader

creates an atmosphere where ideas, strategies and initiatives

are freely suggested, discussed and tested. In addition, the C3

leader always maintains the authority of decision making.

Lastly, the C4 leader is the coach. This leader has achieved

levels one, two and three. He is a concept creator, an honest

and skilled communicator, an effective collaborator and a dedi-

cated coach. The C4 leader has achieved the highest level of

leadership. He considers coaching one of his most important

job functions. He takes a personal interest in developing his

people. He takes the time to coach, council and mentor higher

levels of performance. He gives constant and timely feedback

and on-the-job training advice. He promotes the need for

learning and change as lifelong business

realities. What is more, he shares responsi-

bilities for outcomes and helping others

achieve their goals.

Derivative BenefitsAs mentioned earlier, I feel that leaders

can be developed. It has been assumed by

some that you are either a leader or not a

leader. If you look at what leaders do, as

opposed to what personality traits they possess, then I think

that you would agree that everyone has a certain amount of

leadership ability and potential. By focusing on the functional

things effective leaders do, we can improve upon anyone’s

leadership ability. Our C4 Leadership Strategies will help you

become a more effective manager and leader. Following these

strategies will offer the derivative benefits of:

� Improving your team’s performance and making better

use of your staff ’s talent.

� Greater idea generation and best-practice sharing.

� Improved employee morale and overall job satisfaction. �Tom Kramer is an affiliate partner of CATALYST Performance

Learning ( formerly Strategy Mapping Selling). He has

more than 30 years of sales, sales

management and marketing

experience with IBM, Eastman Kodak Co. and

Canon U.S.A. Inc. He can be reached at

[email protected].

Visit www.strategymappingselling.com.


... I feel that leaders can be developed ... By focusing on the functional things effectiveleaders do, we canimprove upon anyone’sleadership ability.

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17 • BTA West

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23 • Business Equipment Quota Index

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21 • Business Products Council Association

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31 • CompTIA Breakaway

http://breakaway.comptia.org

3 • DocuWare

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12 • Duplo

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

11 • FMAudit

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

9 • InkCycle

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2 • Liberty Parts Team

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

5 • Supplies Network

(800) 729-9300 / www.suppliesnetwork.com

13 • Toshiba

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

7 • U.S. Bank

(800) 328-5371 / www.usbank.com/oefs

Kramer July 08:Kramer July 08 6/30/08 11:36 AM Page 27

®®

Comptia ad July 08:Layout 1 6/9/08 4:24 PM Page 1

PRSRT STDU.S. Postage PaidEaston, PA 18042

Permit #31 Office Technology MagazineBusiness Technology Association 12411 Wornall RoadKansas City, MO 64145(816) 941-3100www.officetechnologymag.comwww.bta.org

Sales Mgt back cover:32OT0407 6/20/08 10:50 AM Page 1

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