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One of the great luxuries I enjoy working
within the office imaging world is relatively easy
access to office equipment business owners. Most
of the time when I call or request a person to
person visit I am able to actually make contact.
Recently I requested, and was granted, the ability
to wander unescorted through three separate office
equipment dealerships. I was given permission to
talk with any employee, asking any reasonable
business question that related to their work
duties. In each case the staff was told I was a
visiting consultant and was asked to talk candidly
with me.
My goal was to be able to differentiate what knowledge was possessed by the different levels of employees in regards to each company’s MPS program. I began by randomly asking administrative employees to tell me what commonly used abbreviations actually represented. I began with the example that USA was a shortened form of United States of America. I then asked, “What does MA represent?” Maintenance Agreement was immediately known by all. CPC was recognized a Cost Per Copy or Cost Per Click. MFP was known as Multi-functional Product. SaaS was recognized by a few, but no one actually knew what the letters represented. My ultimate goal in this questioning was to discover what was actually known about MPS. Managed Print Services has steadily morphed in various abbreviations representing Document Management Services, security, network administration, Web / email management, cloud delivery, Software as a Service and anything else that can add a few more mils into the MPS billing cycle. Specifically I wanted to know the level of understanding among the general ‘worker bee’ staff members of successful MPS office equipment dealers. After questioning and analyzing the answers, the broad range of workers under-estimated the value of MPS. The general staff of office equipment dealers does not grasp the MPS concept. MPS is viewed as a complicated formula causing additional work for everyone. The initials – M P S – are heard every day but few could actually explain what it was, or why a customer or dealer would be better off with an MPS agreement than the traditional CPC. Those who actually thought they understood MPS explained, “It is like having a big CPC on all your equipment; including printers and other copiers we did not sell or know anything about, nor have supplies, parts, manuals or know-how to fix.” With these answers in mind, I challenge each owner, manager or supervisor to take the time to sit down with their own staff members on an individual basis or in small groups to explain exactly what their MPS, DMS, SaaS, etc. services are and how each employee fits into the overall success of these programs. I firmly believe your entire staff should have the ability to be part of your MPS marketing group. Every one of your employees should be on the lookout for friends, family members, business contacts or casual acquaintances that may be in need of the services or products that your company offers. If your employees do not understand what your company sells, how can they be your eyes and ears looking for new opportunities for growth? One of the simplest ways to explain what MPS is all about was shared with me by Ed Crowley, CEO and founder of Photizo Group www.photizo.com. Ed explained the change from the traditional copier dealership into a MPS dealership is similar to the difference between a car sales dealership and a limousine service. In the past, the traditional car dealer sold and leased new and used cars. They provided service at their dealership under warranty, pay as you go or prepaid with an extended warranty. Parts and accessories are also available on a cash and carry basis. Some auto dealerships also have third party rental car agencies within their dealerships for the convenience of those who need a car while their car is being serviced. A limousine service provides a complete service of getting the client from point A to point B at a specific time. The car, driver, appointment setter, service center, fuel station, personnel office, car insurance, training, etc. is taken care of by the company providing the limousine. All the client does is tell the limousine service what is needed and pays the monthly invoice. The MPS dealer has extended the limousine service concept to providing a full range of office imaging services. First there is a need for information sharing. The MPS dealer must understand the ultimate needs of the client. This takes time, knowledge and trust. The MPS dealer must know the ultimate goal and parameters of acceptable actions to get to this conclusion. The initial teaser to get the interest of the client is the ability for the MPS dealer to save the client money on their overall cost of imaging and ultimately document management. The former copier (car) dealer must completely change their approach and business model to become a MPS (transportation) provider. No longer can the sale or lease of OEM equipment be the measurement of success and ultimate profit provider. Strategic buying (and stockpiling / warehousing) of equipment which enables the attainment of quarterly bonuses must take a back seat to reallocating the use and location of the client’s current equipment. Both the MPS dealer and client must change the way they are conducting their business. A key difference between the car dealer and the limo service is the successful limousine service understands the needs of their customer. They are able to think beyond the simple request for a car and driver. Take for example the request for a trip to the airport on the Wednesday evening before Thanksgiving. The normal 10 mile drive becomes a three hour marathon. The car service takes into consideration the entire Thanksgiving travel crunch. A 6pm airline take-off requires a 3pm pick-up. The car service knows the client, the traffic situation and the airport terminal’s holiday congestion. When the same customer calls for a 20th Anniversary 8:00pm dinner celebration at an upscale restaurant on a Thursday evening 10 miles away, a 7:40pm pick-up is scheduled. Each understands the needs of the other. As your relationship with the limo service matures, other transportation needs can be added. A large van or bus can be ordered if the client is having a company party. An 18 wheeler with a certified class 1 driver can pick up a large freight order. A group of overseas engineers are visiting three branches of your company needs a driver and large sedan for the day. The more the car service knows up about their clients the more products they can offer. During one business conversation the limo service executive is told of the client’s dream of taking a weekend road trip on a Harley-Davidson. At their next meeting the car service executive brings a Harley-Davidson full color fold-out brochure, a customized trip map of Route 66, points of interest flyers, hotels offering underground 24 hour secure parking along Route 66 and a proposal for the entire trip. Through relationship selling, last year’s limo ride expands to Town Car pickups, bus transportation, freight deliveries and a customized Harley-Davidson adventure. Using this type of example, the office equipment dealer can share the diversity that can be ultimately offered under an MPS agreement. The former copier dealer must change the mindset of all their employees to expand the business offerings to include true Managed Print and Document Services as well as being ready to expand the back office services that can be offered. These include standard, customized or vertical software packages, network administration, security, Web / email management, invoicing, mailing, telephone / voice mail services, etc. In each case your client is either handling these items internally or outsourcing to another company who may be accessing their ability to take over your client’s imaging needs. Every dealership should maximize the individual relationships that each of their employees have with their clients. Train each of your employees to be aware of information that is exchanged during casual conversations with your clients. Encourage your accounts payable clerk to immediately take action when told, “Sorry I’m late with paying your invoice. I have been very busy working on setting up new vendors in our data base because of our new plant construction.” Your sales manager should immediately be told of the client’s expansion. A receptionist should notify sales when a client calls in with a change of name or address. A job promotion for a long time client contact is always worth a call or visit. This casual business friend may now be in a position of greater decision making within their company. Change is often the trigger for new business opportunities. Everyone in your dealership must be on the lookout for key information that may be of help to your sales staff. The reach of MPS has greatly expanded the new business opportunities that are available within your current client base. A successful MPS program requires creativity and change throughout your entire organization. The dealer’s management team must create an ongoing atmosphere of training all employees to understand the depth and width of your MPS offerings. Ed Crowley’s example of selling a car versus providing a limousine service may be a useful example to share with your entire staff to expand their understanding of the MPS model. Ronelle Ingram, author of Service With A Smile, also teaches service seminars. She can be reached at ronellei@msn.com |
