February 2013 Office Technology

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Volume 19 • No. 8

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

10Total SecuritySafeguarding data, devices & documentsby Brent HoskinsOffi ce Technology Magazine� at 2010 CBS Evening News report regarding MFP security certainly got everyone’s attention. Today, information on data, device and document security is readily available. So, are end users now more aware of the need for MFP se-curity than they were in 2010?

16

D E PA R T M E N T S

26 Business Technology Association• BTA Highlights

Executive Director’s Page

BTA President’s Message

Advertiser Index

6

8

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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 | F e b r u a r y 2 0 1 3

CONTENTS

20Setting C-Level MeetingsIt is important to have a targeted approachby Mike AdamsPower Appointment SettingIn today’s volatile economic envi-ronment, it is more critical than ever for o� ce equip-ment dealers, including managed print services (MPS) and managed network services (MNS) providers, to minimize the cost of sales and generate increased lead volume at the lowest possible cost.

‘Me Too’ MPSIs yours a true managed print services program?by Mike LamotheOffi ce Document Consulting Inc.� e word I am hearing on the street is that eight out of 10 dealers are o� ering a managed print services (MPS) program and are doing very well. In reality, I believe it is more like two out of 10 — and the jury is still out on how well dealers are really doing. So, why the di� erence?

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

27When IT is OutsourcedAn open door for o� ce technology dealershipsby Rock JanecekBurtronics Business SystemsMany small and medium-sized businesses do not have a full-time IT sta� ; they out-source any network services needed on a charge-able or per-call basis. On the surface, this seems like a satisfactory arrangement. Look deeper, however, and you may � nd that there is a need there.

29Hire a ProfessionalFocus on selling ability, not product knowledgeby Tibor ShantoRenbor Sales SolutionsOne of the realities of the new year is sta� turnover, especially on the sales team. � e people who leave are usually not missed, so it presents a great opportunity to improve things in your sales department. � e problem is that often, business owners hire replacements in the wrong way.

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

24Overcome ‘No’ & ‘Not Now’Use the ‘Client Success Story at Night’ strategyby Kate KingstonKingston Training GroupWhen trying to land a new cus-tomer, it takes more than just dialing for dollars. It is great when you call, walk in or email a prospect, ask him (or her) for a meeting and he says “yes.” But sometimes he says “no.” � ere is a tactic or process for turning a “no” or “not now” into a meeting.

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

23Your Financial HealthWith new tax laws in place, it is time to reexamineby Robert C. GoldbergBTA General CounselOn Jan. 3, 2013, President Obama signed into law the H.R. 8 Act. Although the Act may have prevented the government from falling over a � s-cal cli� , it has clear implications and consequences for you and your business. � e new tax laws present a need and opportunity to revisit your � nancial health.

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EXECUTIVE DIRECTOR’S PAGE Executive Director/BTAEditor/Offi ce Technology

Brent [email protected]

(816) 303-4040

Associate EditorElizabeth Marvel

[email protected](816) 303-4060

Contributing WritersMike Adams, Power Appointment Setting

www.poweraptsetting.com

Robert C. Goldberg, General Counsel Business Technology Association

Rock Janecek, Burtronics Business Systemswww.burtronics.com

Kate Kingston, Kingston Training Groupwww.kingstontraining.com

Mike Lamothe, Offi ce Document Consultingwww.offi cedocumentconsulting.com

Tibor Shanto, Renbor Sales Solutionswww.sellbetter.ca

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]

Photo Credits: George Doyle, Hemera, iStockphoto. Cover created by Bruce Quade, Brand X Studio. ©2013 by the Business Technology Association. All Rights Reserved. No part of this publication may be reproduced by any means without the written permission of the publisher. Every effort is made to ensure the accuracy of published material. How-ever, the publisher assumes no liability for errors in articles nor are opinions expressed necessarily those of the publisher.

Claim MPS Success;Attend BTA Training

In May 2012, I reported the results of an O� ce Technology email sur-

vey on the topic of man-aged print services (MPS). Among the respondents, 80 percent indicated that they had an MPS program in place at the time. How-ever, many of the respondents reported less than optimal results with their programs.

In the survey, I asked: “If you do have an MPS program in place, which of the fol-lowing best describes your level of success with the program?” � e choices listed and the percentage of respondents selecting each: “It’s in place, but we are � nding little to no success,” 19.5 percent; “We are realiz-ing a moderate level of success, but it is not clear yet as to whether this is going to prove to one day become an integral part of our business,” 47.5 percent; and “We are very pleased with our level of success,” 33 per-cent. Of those revealing they had no MPS program in place, 27 percent indicated: “I am interested in developing an MPS pro-gram, but don’t know where to begin.”

How about you? Do you have a less-than-optimal MPS program in place? Or, have you not yet established an MPS program? Either way, BTA has two MPS courses spe-ci� cally designed to assist you in achiev-ing MPS success — the BTA MPS Survival Guide Workshop, designed for dealership principals and executive-level manage-ment, and the BTA MPS Client Engagement Training Series, a Web-based training pro-gram designed for MPS sales specialists.

Doug Johnson leads the BTA MPS Sur-vival Guide Workshop. Doug has 30-plus years of industry experience, including 20 years with Hewlett-Packard, serving as se-nior vice president of worldwide marketing for the Imaging and Printing Group, and as

vice president and general manager of the Supplies Imaging Division. He later joined Print Inc., pioneering many MPS opera-tional practices. Doug currently serves as senior vice president at Supplies Network.

� e MPS Survival Guide Workshop cov-ers the various program options available in the market today, explores the resource and skill requirements for each, and high-lights the � nancial impacts of an MPS busi-ness model on your dealership. � e work-shop will be held next on Tuesday, April 16, at the Rio Las Vegas Hotel and Casino. For more information or to register, visit www.bta.org/MPSSurvivalGuide.

Mike Lecak leads the BTA MPS Client Engagement Training Series. Mike is an of-� ce technology dealership consultant. He has been in the industry since 1983, start-ing with ComDoc in Pittsburgh, Pa. He later joined Toshiba as a district sales manager. In 2004, he joined Print Inc., managing sales for the company’s channel-focused PrintVal-ue Solutions program. Mike has also served at Konica Minolta and Supplies Network.

With an April 3 launch date, the BTA MPS Client Engagement Training Series is comprised of six one-hour sessions: Getting the Appointment; Conducting the Appoint-ment; � e Assessment; � e Proposal; Deal Implementation; and Client Management. In addition to the training sessions, partici-pants are provided three one-hour, one-on-one coaching sessions focused on speci� c accounts. For more information, visit www.bta.org/MPSClientEngagement.

Are you ready to join the 33 percent of our 2012 survey respondents indicating, “we are very pleased with our level of suc-cess,” in regard to their MPS programs? If so, then visit the BTA website for more in-formation on our training programs and register today.

— Brent Hoskins

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BTA PRESIDENT’S MESSAGE2012-2013 Board of Directors

President Terry Chapman

Business Electronics Corp.219 Oxmoor Circle, P.O. Box 531066

Birmingham, AL [email protected]

President-Elect Todd J. Fitzsimons

Network Imaging LLC122 Spring St., Ste. B3Southington, CT 06489 tjfi [email protected]

Vice President Ron Hulett

U.S. Business Systems Inc.3221 Southview Drive

Elkhart, IN [email protected]

BTA East Rob Richardson

Allied Document Solutions & Services Inc.200 Church St.

Swedesboro, NJ [email protected]

BTA Mid-America Dave Quint

Advanced Systems Inc.2945 Airport Blvd., P.O. Box 57

Waterloo, IA [email protected]

BTA Southeast Debra DennisCopyPro Inc.

3103 Landmark St.Greenville, NC [email protected]

BTA WestMike Ehlers

Yost Business Systems685 E. Anderson

Idaho Falls, ID [email protected]

Ex-Offi cio/ImmediatePast President

Tom OuelletteBudget Document Technology

251 Goddard Road, P.O. Box 2322Lewiston, ME 04240

[email protected]

Ex-Offi cio/General CounselRobert C. Goldberg

Schoenberg Finkel Newman & Rosenberg LLC222 S. Riverside Plaza, Ste. 2100

Chicago, IL [email protected]

BTA Dealers ReportPatent Issue Letters

Have any of your current custom-ers shared let-

ters they have received from attorneys alleging that they are violating various patents by scan-ning documents on an MFP and having them sent automatically to an email account? If so, you are not alone. It appears that many o� ce technology dealership customers are receiving letters seeking license fees based upon employee count. So, naturally, these end users are reaching out to the dealers who supplied them their MFPs.

A sample letter from an attorney sent to an end user, shared with a dealer and ultimately with BTA, illustrates the na-ture of the situation. e letter cites U.S. patents related to “systems that, among other things, permit scanning a document and have it automatically sent over a local area network to an email account.” e let-ter, which lists four speci� c U.S. patents by number, indicates it is a follow-up to an earlier letter for which a reply was never re-ceived. e follow-up letter states, in part: “Having not heard from you, our client rea-sonably assumes you do have an infringing system and need a license.”

In recent weeks, there has been a � urry of emails and calls between member deal-ers and BTA General Counsel Bob Goldberg on the topic. Bob has also kept the BTA Board of Directors informed, noting in one email: “In your dealer agreements, there should be a provision for patent indem-ni� cation.” He also states that if a dealer knows the technology that was the source of any alleged patent infringement, “I sug-gest you contact your supplier.” Bob adds: “ ere are end users who have ignored the correspondence and never heard anything

again. ere are end users who responded that they are not in violation of the pat-ents referenced, if, in fact, the patents are valid. And, there are end users who have had their attorneys respond. Some end users have received follow-up correspond-ence. I am unaware at this time of any suits against BTA members or their customers.”

Bob reports that there have been lim-ited instances where litigation has been � led against an end user. In one instance, a countersuit was � led and the initial suit was quickly dismissed. ere has been legislation introduced in Congress to pro-hibit this practice by attorneys as an unin-tended use of the patent laws. However, the question then becomes: Given the current level of bickering within Congress, will this legislation pass any time soon?

BTA is monitoring this matter closely and is working toward proactive e� orts to address the issue. You will recall a few years ago when the association moved quickly to address the issue of data security within our industry. Speci� cally, a 2010 CBS Evening News report described how con� dential data had been found on MFPs after being moved from customer locations. is got the attention of concerned end users and, ultimately, legislators. In response, BTA hosted two Data Security Summit meetings with industry leaders, resulting in an indus-try drive to boost e� orts to better educate end users about the need for device security.

Similarly, BTA has reached out to indus-try leaders with a vision of hosting a summit regarding the patent infringement topic, with the goal of leading a coordinated e� ort to address the matter with vendors and deal-ers. Watch for additional details in future issues of O� ce Technology and other BTA communications as the association moves forward on this issue on your behalf.

— Terry Chapman

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Total SecuritySafeguarding data, devices & documents

by: Brent Hoskins, Office Technology Magazine

That 2010 CBS Evening News report re-garding MFP security got everyone’s attention. At the time, of course, office

technology industry hardware manufacturers already offered a wide range of security solu-tions for their products. However, the need for such solutions as it relates to MFPs came as news to many end users.

The industry responded, further ramping up its efforts to educate end users about the reality that, yes, MFPs have hard drives and, yes, wherever hard drives reside there is con-fidential data that needs to be protected. Meanwhile, in-formation on data, device and document security is read-ily available on manufacturer websites, providing details on solutions ranging from data transmission encryption to hard drive overwrites to user authentication.

Are end users now more aware of the need for MFP se-curity than they were in 2010? “My impression is that, yes, people are more aware,” says Larry Kovnat, senior manager of product security at Xerox Corp. “I know that at Xerox, we take pains to communicate this to end users. At this point, I think most users are aware that there could be a hard drive in the device.”

Peter Richardson, senior manager for printer marketing at Samsung Electronics America’s Enterprise Business Divi-sion, agrees wholeheartedly. “From a customer standpoint, they are savvy and take it very seriously,” he says. “The RFPs that I see often talk about things like security protocols. In fact, in the public sector, they insist on hard drive retention. So, the policy is, once a device enters a building, whether it is leased, purchased or rented, the hard drive stays, regard-less of the capabilities of the device.”

The security-related “capabilities of the device,” of course, from Samsung and others, ensure that hard-drive retention is not the only answer for end users. “Our hard drive over-write capabilities are above current Department of Defense standards,” Richardson says. “I think people are very aware that devices use internal hard drives. However many are not

aware of the security protocols that manufac-turers have put into place and the levels of se-curity they can expect.”

So, it seems, while there may now be wide-spread awareness among end users of the need for MFP security, perhaps the industry needs to further boost its efforts to emphasize the broad range of security features manufacturers offer to address the need. In fact, further ramping up MFP security capability educational efforts may be of even greater importance today due to the competition for the end-user’s attention.

“I think their attention is being distracted by mobility, BYOD and the cloud,” Kovnat says. “Those things are so new in the workplace, taking so much energy to understand, end users may be aware that the MFP has a computer in it, but they are saying, ‘I know I need to be thinking about that, but I need to be thinking about all of this new stuff, too.’”

Of course, end users quickly recognize that security for mobile devices and the cloud is of great importance as well. In fact, that line of thinking leads to the awareness that the security of digital documents themselves is just as vital as device security. Today, many end users welcome the assur-ance that a document scanned at an MFP and sent to a PC is secure. MFP manufacturers have addressed this need. KYOCERA Document Solutions America Inc., for example, responded with the launch of PinPoint Scan, an application that eliminates the need for SMB scanning and a shared folder. With PinPoint Scan, a unique identification number is entered at the MFP when scanning, ensuring that the now encrypted document is sent directly to the designated PC. At the PC, the file cannot be opened without a password, which is sent to the recipient separate from the scanned file.

The introduction of such document security applications as PinPoint Scan are reflective of the current wave of MFP-related security solutions, following a number of years of so-lutions focused more on the hardware and the end-user’s ac-cess at the control panel. Many will recall, for example, the early tendency among manufacturers to issue press releases


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when an MFP had achieved Common Criteria certified status, resulting from the rigorous, government-spon-sored certification process. First implemented in 2002, the certification requires certain security features of networked devices used in conjunction with the entering, processing and transmitting of information. Today, Common Cri-teria certification is essen-tially commonplace among workgroup MFPs.

Security capabilities for data, devices and documents have become an assumed part of the industry’s landscape. Says Bill Cassidy, director of Kyocera’s Software Solutions Group: “Obviously, there are additional technological changes that are going to occur, but device security has pretty much matured.” Says Richardson: “Overall, I think that today’s devices, from Samsung or any of our competi-tors, are secure.”

If security capabilities are now standard, end-user aware-ness is increasing and manufacturer educational efforts are moving forward, are dealership sales reps on the street car-rying the security banner as well? “I think the average sales rep is probably a little intimidated by the subject,” Kovnat says. “He or she probably does not bring it up unless the cus-tomer asks about it.”

However, Kovnat contends, it should be discussed. “Secu-rity should be one of the things reps lead with, if the technol-ogy they are selling supports it,” he says. “It is actually a dif-ferentiator. Yes, in some cases, it may be difficult for the rep to grasp what the issues are, so some homework may be nec-essary to be able to answer the second- and third-level ques-tions. There should also be experts available in the organiza-tion who can be called in to deal with the customer in depth. The value proposition of security is just too great to ignore.”

That value proposition can be presented to end users through reminders of the various, inherent vulnerabilities of the MFP and the resulting need for security measures. Those vulnerabilities, left unprotected, can come from outside of a company. For example, notes Mark DeSarno, director of Kyocera’s Business Applications Group: “I have heard where people have tried to send an executable [vi-rus] file to a printer, hoping it will hold in queue and then execute the next day. With our products, if you send some-thing to the device and it is not a print job, it will be deleted in 10 seconds.”

Perhaps the greater external threat occurs at the end of the

life of the MFP. One needs to look no further than the 2010 CBS Evening News report — where warehoused, used MFPs were revealed to have digital confidential medical and criminal information stored on them — to see the importance of erasing MFP hard drives. Automatic data overwrite features and end-of-life, service-mode data cleansing protocols are now prevalent. “Dealers should

ensure that the customer knows, during the sales process, that when the device ultimately leaves the premises, the drive will be cleared,” DeSarno says. “That should be included in the maintenance agreement as an end-of-life process.”

While all external security threats should be addressed, perhaps the biggest threat is internal. A leading vulner-ability, of course, is confidential print jobs ending up in the wrong hands. This can be avoided through the use of such features as Samsung’s Confidential Print, which allows print jobs to be held until released for printing by the user inputting the proper PIN code. In addition, there are such optional features as Kyocera’s Document Guard Kit, which prevents unauthorized copying, scanning and faxing when enabled on select MFPs, whereby users embed a document watermark that is recognized by the supported Kyocera MFP. If an unauthorized user attempts to copy, scan or fax the confidential document, the MFP detects the watermark and the operation is automatically cancelled.

Another notable vulnerability lies with the reality that the connected MFP is a node on the network. “In some cases, people are not necessarily looking at the device as ‘What can I get off of the device?’” Kovnat says. “They are looking at it as a launching pad to get into the rest of the network. So, part of the problem in configuring the device is to make sure only the ports that need to be opened are enabled.”

The interest in MFP-related security expands beyond the clear targets. “It is really across the board,” Kovnat says. “The obvious ones are the defense and national security in-dustries, but health care is equally strong because of privacy laws, such as HIPAA. Other segments — education, finance, legal, even technology — are interested in protecting either personal information, because of a regulatory or compli-ance requirement, or because of a strong desire to protect intellectual property.”

Kovnat adds that the interest in security is not limited to large enterprises. “Some small and medium businesses have a strong need to protect their information assets, but


“Security should be one of the things reps lead with, if the technology they are selling supports it ... There should also be experts available in the organization who can be called in to deal with the customer in depth.”

— Larry KovnatXerox Corp.


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they are under the obvious constraints of a limited IT staff,” he says. “Either di-rectly or through our part-ners, we have programs to help this important busi-ness segment cope with its security challenges.”

The interest in security is here to stay and will only increase, says Ron Nevo, senior product manager of printer solutions for Sam-sung’s Enterprise Business Division. “From the perspective of IT managers, when they connect to devices, they want to make sure the devices sup-port the company policy and protocols, and that they have all the security features that are required by the enterprise,” he says. “We can see in the future much tighter integration, which means the right security and enterprise software that is controlling the security on the network.”

Richardson adds that one only needs to look as far as the ever-advancing strides in technology now used in businesses to see that the need to continually add new layers and means of security is never going to end. “Think about the way we commu-nicate and transmit infor-mation today,” he says, cit-ing in particular workplace mobility. “If someone from 20 years ago took a look at

the phone I have today and saw what it can do, he would think he was on an episode of Star Trek.” n

Brent Hoskins, executive director of the Business Technology Association, is editor of Office Technology magazine. He can be

reached at [email protected].

“Think about the way we communicate and transmit information today. If someone from 20 years ago took a look at the phone I have today and saw what it can do, he would think he was on an episode of Star Trek.”

— Peter RichardsonSamsung Electronics America

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‘Me Too’ MPSIs yours a true managed print services program?

by: Mike Lamothe, O� ce Document Consulting Inc.

The word I am hearing on the street is that eight out of 10 dealers are o� ering a managed print services (MPS) program and are doing very well. In reality, I believe it is

more like two out of 10 — and the jury is still out on how well dealers are really doing. So, why the di� erence? Because that is what we have always done; it is much easier to say “me too.”

� e problem is, if you think saying “me too” is going to work this time, think again. Customers are more informed today than they have ever been, so do not be surprised if they begin asking to see your remote management software (RMS) or the solution you use to perform an assessment. � e other reality is that MPS is a much bigger commitment and investment than most dealers are currently willing to make, so to keep up with the competition, it is easier to give the il-lusion that your dealership is in the game.

I am also seeing dealers who rolled out their MPS pro-grams, but have now hit the wall. Yes, they had some initial success — probably a few pet accounts — but they are now seeing MPS sales decline or become nonexistent.

MPS is not for the faint of heart; it is a total transition in the way a dealer does business. It also has to be a long-term strategy. I tell dealers it will take 18 to 24 months before they get all aspects of MPS working well internally, not to men-tion in their customer bases. For example, rolling out your RMS software could take the better part of 24 months.

Some industry experts are saying that MPS is the biggest change in the print/copy industry since analog photocopi-ers transitioned to digital. So why are there so many dealers sitting on the fence?

I believe it is due to at least four factors: (1) A wait-and-see attitude;(2) Most dealership principals are so involved with their

companies’ day-to-day business that they cannot begin to think about new initiatives;

(3) Many dealerships are too small and do not have any enterprise accounts for MPS;

(4) � e dealer believes that “My business is doing just � ne the way it is.”

Unfortunately, those of you who can identify with any of

these factors are playing a dangerous game; not to mention the industry is going to leave you behind. � ink of it from this perspective: Today, on average, 35 to 50 percent of your base customers’ meter clicks are managed by a competitor. If you do not take a proactive approach to managing 100 percent of your customers’ meter clicks, you are leaving yourself exposed in those accounts.


� e diagram above shows the key components of an MPS program.

� e diagram on the left illustrates a typical dealer engagement with a customer, whereas the diagram on the right illustrates an MPS engagement.

Lamothe Feb 13.indd 1 2/4/13 1:43 PM

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The left side of the bottom illustra-tion on page 16 demonstrates the typi-cal dealer engagement, where customers have traditionally used multiple vendors to support their print environments. In most cases, they use their own IT or out-source those services to a capable vendor. The right side illustrates an MPS engage-ment where one dealer or OEM is manag-ing the complete environment.

2013 will be the breaking point for many dealers. “Do I get off the fence or do I con-tinue to wait and see?” Be sure to ask yourself: “Can I continue to do business with declining profit margins on hardware? Am I able to operate with further erosion of my service profit? Why are my overall print/copy volumes declining?

In future issues of Office Technology, I will be writing about dealerships that have made the MPS journey early and are reaping the rewards, and those that either hit the wall or failed miserably. I will also help you understand that MPS it is not a bed of roses; I will point out some of the

pitfalls before you encounter them and give you information on implementing a profitable, thriving MPS business.

Some of the topics that will be dis-cussed are: managing your base more effectively; how to use RMS software for service and sales; why you need an as-sessment strategy; why you may be hav-ing success selling MPS, but it is not prof-itable; marketing MPS; and who to talk to and not to talk to in your accounts.

This quote from former President George W. Bush comes to mind: “You can’t do today’s job with yesterday’s methods and be in business tomorrow.” nMike Lamothe is president of Office Document

Consulting Inc. (ODC). ODC specializes in MPS strategies, developing software tools and

implementing MPS programs at dealerships across North America. He can be reached at

[email protected]. Visit www.officedocumentconsulting.com.

Be sure to ask yourself: “Can I continue to do business with declining profit margins on hardware? Am I able to operate with ... erosion of my service profit?”


Lamothe Feb 13.indd 2 2/4/13 1:43 PM

FIX.indd 1 2/4/13 1:46 PM

Setting C-Level MeetingsIt is important to have a targeted approach

by: Mike Adams, Power Appointment Setting

In today’s volatile economic environ-ment, it is more critical than ever for of-� ce equipment dealers, including man-

aged print services (MPS) and managed network services (MNS) providers, to mini-mize the cost of sales and generate increased lead volume at the lowest possible cost. As a result, they can maximize sales results by closing deals quickly at reasonable margins.

Most dealers tend to be e� ective at meeting with pros-pects that have 10 to 50 employees by leveraging their re-lationships in their local markets. However, the greatest potential lies in quali� ed meetings with CFOs, CIOs and high-level executives at mid-major companies with 75 to 750 employees where engagements meet the typical minimum threshold of two MFPs and 10-plus printers, with monthly billing cycles of $1,000-plus per month. When managed cor-rectly, these prospects, especially the ones with 20 or more printers, tend to be easier to sell at lucrative pro� t margins and produce an extremely satis� ed client. � ese meetings are “� e Promised Land” everyone seeks to reach by enter-ing the MPS and MNS spaces.

� e challenge becomes how to approach these prime prospects in the most cost-e� ective manner. As we all know, the best way to � nd these new opportunities is through cus-tomer and personal referrals. Nothing beats a warm intro-duction and the instant credibility that comes along with it. Networking and relationship building are also great ways to � nd them. But you can only go so far with any one strategy.

Cold calling is an essential piece of any top-performing company’s arsenal; however, it is di� cult, tedious work that requires know-how, talent and perseverance.

When the term “cold calling” is used, many people imag-ine the old-fashioned “shotgun” approach in which compa-nies canvass large numbers of prospects in hopes of catch-ing a few great leads. � at, of course, is outdated — not to mention time-consuming, costly and detrimental to the morale of the sales force. A much more targeted approach is needed in order to identify quali� ed companies and reach

the key decision makers who are capable of making purchases.

� e greatest potential lies with CFOs, CIOs and high-level administrators at mid-major companies where equipment transac-tions typically start at $20,000 if the whole account is taken down; the true average is closer to $35,000. � ese transactions, de-spite popular belief, are no more di� cult to

close than an $8,000 MFP transaction, usually have fewer competitors involved and are rarely a “price decision.”

� e challenge becomes how to approach these prime prospects in the most cost-e� ective manner. Visiting each of these businesses in person lends a more personal approach, but this is very costly and does not use sales representa-tives’ time wisely. A more e� ective method for lead genera-tion in these markets is phone prospecting, combined with canvassing local businesses in the vicinity of appointments completed in the � eld. However, without the right tools — updated calling lists including detailed information on UCC � ling or lease termination dates for MFP dealers, as well as the type of business, number of employees, number of print-ers for MPS providers, and number of PCs and servers for MNS providers — even phone prospecting can be ine� ective.

Targeted ListsFortunately, there are ways to narrow the funnel and select

the best business list that is a � t for your company and will lead to a higher closing rate once your meeting is booked with a company that has a larger transaction size. One way, if your company is most interested in MFP sales, is to acquire a list of leases that have lease expiration dates in two years or less. � ere are larger leases on public record available for com-panies that have UCC � lings, but they typically do not have all the information you will need. � ere are, however, third-party companies that, in addition to the UCC � ling dates, can get more complete information like: the names of lease sign-ers, equipment brands, model numbers, number of units and, occasionally, transaction sizes.


Adams Feb 13.indd 1 2/5/13 11:36 AM

ProFinance.indd 1 2/1/13 8:53 AM

For companies more interested in de-termining the number of printers for MPS, or the number of PCs and servers for MNS, there are lists available that have that in-formation as well.

� e challenge with both types of lists is they can be costly. Many times it is easier to determine the number of printers or PCs based on the number of “white-col-lar” or “knowledge-based” workers. An example might be a law rm with 100 em-ployees. � ere is typically one printer per ve employees (20 printers in this case) and a PC for each employee (100 PCs). So, if you are looking for the typical target MPS client with 20 or more printers, start with rms that have at least 100 “white-collar” workers.

When acquiring lists like these (companies with 100-plus employees), it is also important to get multiple C-level em-ployee contacts, if possible. � e top C-level nance or infor-mation technology contacts — the CFO and CIO, respec-tively — tend to be the decision makers for transactions in

companies that have 100-plus employ-ees, not the owner. If they cannot be reached, the controller or director of information technology can be a strong in� uencer or decision maker as well.

Targeted Calls� e most common complaint regard-

ing setting these meetings is that they are next to impossible to set when cold calling. One of the strongest motivators when it comes to getting a C-level ex-

ecutive to meet with you is to get your call transferred from the CEO or owner’s o� ce to the o� ce of the CFO or CIO. One way to do this is to call the front desk and ask for the owner by name and ask if he (or she) still works at the location. � at will usually lead to being transferred to his secretary, who typically will begin interrogating you by asking what com-pany you are with and if the owner is expecting your call.

When the secretary does this, I suggest you ask for help by saying the following: “I am not sure that Mr. CEO/Owner’s Last Name is the right person for me to talk to. I am trying to reach the person who runs your nance department — your CFO. Is that his position?”

� e owner’s secretary will correct you and say, “He is the owner,” and, the majority of the time, will give you the CFO’s name and ask if you would like to be transferred to him.

At this point, the CFO will likely answer the call. When he does, say the following: “Hi Mr. CFO, my name is and I was pointed in your direction by Mr. CEO/Owner’s o� ce.” � en make your pitch.

I think you will be surprised at just how well this tech-nique works along with a number of other techniques I have developed over the years that will help your reps set truly “top-shelf meetings.”

Mike Adams is the CEO of Power Appointment Setting (PAS), Newport Beach, Calif. He ran the sales

department for a $28 million copier dealership in Southern California for 20 years prior to opening PAS.

PAS designs direct-response marketing systems tailored to each company’s individualized products and services, as well as the needs and objectives of their targeted clients. Based on these objectives, PAS teleprospects targeted database records

utilizing experienced business development specialists who make “ hand-dialed calls” with a

tactical approach that delivers C-level executive meetings with the most

di� cult-to-reach prospects. Adams can be reached at

(949) 292-1339 or [email protected]. Visit www.poweraptsetting.com.

The top C-level fi nance or information technology contacts ... tend to be the decision makers for transactions in companies that have 100-plus employees ...


Adams Feb 13.indd 2 2/5/13 11:37 AM

On Jan. 3, 2013, President Obama signed into law H.R. 8, the “American Taxpayer Relief Act of 2012.” Although the Act may have prevented the government from fall-

ing over a fiscal cliff, it has clear implications and consequenc-es for you and your business.

The Act does make permanent some of the 2001 and 2003 tax cuts enacted during former President George W. Bush’s administration and temporarily extends other tax incentives from 2009, but its effects and those of other legislation will impact your finances immediately. The legislation will bring higher taxes on all aspects of individual income, including wages, capital gains, estates and lifetime gifts.

At the conclusion of 2012, there was an abundance of busi-ness sales. Dealers sitting on the sidelines trying to determine if the time was right to sell were helped in their decision by the prospect of increased taxes on capital gains. As has been discussed previously, it is not always the price paid for your business, but the amount you receive after taxes that counts. Capital gains taxes were increased, but the increase does not apply to everyone. The tax rate for long-term capital gains and qualified dividends was increased to 20 percent for individu-als with income that is more than $400,000.

The FICA payroll tax returns to 6.2 percent from the 4.2 per-cent rate in effect for 2012. This increase affects every wage earner. It necessitates new payroll tables to calculate the proper deductions. The top income tax rate was reinstated at 39.6 percent for individuals with “taxable income” of more than $400,000 and joint filers of more than $450,000. Other than the FICA increase, these changes should not have a great impact on BTA’s membership.

There are also a number of increases taking effect in 2013 from the previously enacted Patient Protection Affordable Care Act. A 3.8 percent Medicare tax will apply to the lesser of investment income or an excess of adjusted gross income of more than $200,000 for singles and $250,000 for joint fil-ers. The Hospital Insurance Tax was increased to 2.35 percent on total wages in excess of $200,000 for singles and $250,000 for joint filers. In addition to these increases, there have been limitations on certain deductions for high-earning taxpayers. There is also a phase-out of personal exemptions as one’s ad-justed gross income increases.

There is good news and bad news in regard to estate taxes. There is a $5 million estate tax exemption that will be adjust-ed for inflation. The bad news is you will not be here to enjoy

it. However, your beneficiaries will not have to pay tax on $5 million in inheritance. The new Act also allows continued deductions for state estate taxes in calculating the federal taxable estate.

These changes represent only the highlights. Elected of-ficials complained of the complexity and difficulty in under-standing the hundreds of pages contained in the legislation. What is clear is the need to reexamine your personal and business finances, as well as your estate plan. The time to do so is now, when adjustments can be made for the entire year to minimize the impact of increased taxes. If the sale of your business is in your plans, then capping the amount of your compensation is important. If your estate may exceed $5 mil-lion, then gifts and/or the creation of a trust may be appropri-ate. Charitable contributions provide an avenue to share your success with others and reduce taxes. Insurance policies can be used in financial planning to offset taxes and provide cash to beneficiaries for taxes that may be due on non-liquid assets.

We all work hard and seldom take time to plan for our fu-tures. Too many dealers have passed without a will. More have faced retirement without a plan or a plan that was made at the age of 65. The new tax laws present a need and an opportunity to revisit your financial health. Do it for you and your family. n

Robert C. Goldberg is general counsel for the Business Technology Association.

He can be reached at [email protected].

Your Financial HealthWith new tax laws in place, it is time to reexamine

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

COURTS & CAPITOLS

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 | F e b r u a r y 2 0 1 3 | 23

Goldberg Feb 13.indd 1 2/5/13 11:34 AM

Overcome ‘No’ & ‘Not Now’Use the ‘Client Success Story at Night’ strategy

by: Kate Kingston, Kingston Training Group

When trying to land a new cus-tomer, it takes more than just dialing for dollars. It is

great when you call, walk in or email a prospect, ask him (or her) for a meeting and he says “yes.” But sometimes he says “no.” Sales reps cannot take “no” as a nal answer, because they only have so many opportunities to sell in their territories. A large school district, law rm, mega church or hospital cannot go by the way-side just because a company representa-tive told you “no” or “not now.”

� ere is, however, a tactic or process for turning a “no” or “not now” into a meeting. Here at the Kingston Train-ing Group, we call that tactic the “Client Success Story at Night.” Here is a pos-sible scenario that you, as a sales rep, might come across:

Rep: “I am calling to schedule a meeting with you. Insert the pitch. How does Tuesday the 15th at 9:45 sound?”

Prospect: “� anks, but we are all set right now.”Rep: “Understood. But may I ask you one quick question?

When during the calendar year does your law rm evaluate how its technology budget is performing? Does that happen on insert a date four months from today’s date. Does that re-view fall within your responsibilities?”

� is forces the prospect to tell you whether or not he is the right point person and gives you an idea of when the company may review its current technology. If he says “never,” then you are approaching someone who is not open to prospecting by phone. Most of the time though, a prospect will give an answer.

Prospect: “Well, our scal year ends … ” or “It is not me you need to speak to, but ... ” or “Not until … ”

Rep: “� anks John. I will reach out to schedule a meeting then. � anks so much.”

So, what should you do between now and when the prospect said he may be ready to review how his company’s technology is performing? Call frequently asking for the meeting anyway? Pester the prospect even though you both agreed that you would not? � is is a situation where you need a technique to continue going after that prospect in a way that will keep you in his mind, but will honor the promise that you will not pester

him for a meeting until the aforemen-tioned time when his company might be ready to review its technology needs.

As noted, I call this tactic “Client Suc-cess Story at Night.” You should call the prospect about once a month (in the mid-dle of the month) at night (to be sure you get his voicemail) and then use that op-portunity to tell the prospect something about how your technology solution may relate to his current business needs.

Here is where to get that content. Set up a Google Alert for that business. If you do not know how, do a Google search for “Google Alerts” and the process will be explained. � ese alerts notify you when there is something happening on the In-ternet about that company. For instance, if you are going after a large law rm,

that rm might post a press release about winning a case, job openings, changes to its website, articles written about any of its attorneys, etc. Make a rule in your email that any Google Alerts must be sent to a folder. � is will prevent you from hav-ing to review the alerts all month long. You can simply go to that folder and review all of the month’s alerts at one time. Here is an example of how to craft this information into a “Cli-ent Success Story at Night” voicemail:

Rep: “Hi John, this is Kate Kingston from … I wanted to con-gratulate you on winning that case … I know that as the law rm takes on more clients, technology may need to change and this is one of the items I look forward to speaking with you about in our possible upcoming meeting. As you may re-member, we discussed the option of possibly getting together after the start of your scal year in September. If you need me before that, my number is … ”

Another place to get content is from industry-speci c trade publications just like this one. I am writing an article for this trade publication even though my company is not an o� ce technology dealership. I read it every month because it talks about what my clients are interested in. It is the same for every sales rep. A sales rep could simply do a Google search for indus-try trade journals or magazines, and either subscribe to them and read them every month, or go on their websites and read featured articles without spending any money. Incorporate

SELLING SOLUTIONS


Kingston Feb 13.indd 1 2/4/13 2:07 PM

the information you learn from them into a friendly call at night.

Rep: “Hi John, it is Kate Kingston from … I was not sure if you read the article in the ABA Journal about billing sheet myster-ies, but I found it interesting and know that many law � rms may be challenged with ac-curate billing. I thought that might be one item we could discuss at our possible meet-ing after the start of your � scal year. If you need me before that, my number is … ”

Another great place to � nd content is with the success story of a current client.

Rep: “Hi John, this is Kate Kingston. I was thinking about your � rm this week. Because we are presently working with another law � rm in regard to its technology to help increase billable hours while its attorneys are mobile, I thought that we may discuss this in our possible upcoming meeting after your � scal year is over. If you would like to discuss this sooner, my number is … ”

You should follow this format once a month — every month

— until it is time to call the prospect for the meeting. � en, all you need to say on that call is as follows:

Rep: “Hi John, it is Kate Kingston from … ”Prospect: “Hi Kate.” Rep: “How is Oct. 3 for our meeting?”� is works almost every time.� e “Client Success Story at Night” is

a great way to stay in contact with your larger prospects, and show your interest, expertise and industry-speci� c knowl-edge that will eventually earn you that

� rst new meeting. � is strategy will turn a “no” or a “not now” into a meeting.

Kate Kingston is president of the Kingston Training Group, which provides

prospecting sales training to o� ce technology dealerships across the country.

She can be reached [email protected].

Visit www.kingstontraining.com.

The “Client Success Story at Night” is a great way to ... show your interest, expertise and industry-specifi c knowledge that will ... earn you that fi rst new meeting.


Kingston Feb 13.indd 2 2/4/13 2:07 PM

BTA HIGHLIGHTS

BTA would like to welcome the following new members to the association:

Dealer MembersAmeriScan Imaging Systems, Shelby Township, MIAME-Systems, Portage, MIBMP Print Solutions, Greensboro, NCCopyLady, Ft. Myers, FLDatafl ow Business Systems, Salinas, CAEdge Business Systems, Atlanta, GAPage After Page, Shrewsbury, MAToner One, Grande Prairie, Alberta, CanadaValley Business Machines, Wasilla, AKWitt Company, Renton, WAXact Supply Co., Tampa, FL

Service Associate MembersContinuum Managed Services, Boston, MA Vendor Associate MembersPaessler AG, Nuremberg, Germany

For full contact information of thesenew members, visit www.bta.org.

BTA Scholarship Foundation Each year, the Business Technology As-sociation presents several $1,000 and $1,500 scholarships to the sons and daughters of the full-time employees of BTA member dealer-ships. The deadline for BTA scholarship appli-cations for the 2013-2014 school year is May 1, 2013. Members may obtain a scholarship application by contacting BTA’s Mary Hopkins. She can be reached at [email protected] or (816) 941-3100. Visit www.bta.org/Scholarships for additional information.

For information on BTA member benefi ts, visit www.bta.org/MemberBenefi ts.

For the benefi t of its dealer members, each month BTA features two of its Vendor or Service Associate members in this space.

For more than 50 years, BTA Vendor As-sociate Member SIN-

DOH has been ranked number one in A3 copi-er market share in Korea. Founded in 1960, SINDOH provides a broad range of printing and imaging products, solutions and services to customers to help them establish better offi ce environments. The main products that SIN-DOH’s overseas sales operation handles are printers, high-end MFPs, copiers and peripher-als. Recently, SINDOH successfully launched its own products, such as the M400 and N700 series, in North America. A full-range product line-up will follow in the near future.

www.sindoh.com

BTA’s ProFinance course instructors, John Hey and John

Hanson of BTA Service Associate Member Strategic Business Associates, will teach you the fi nancial terms and relationships that helped them make the decisions that built D.C. Hey Co. from a $5 million to a $150 million enterprise. In addition to helping you imple-ment “The Model” in your company, they will help you understand the strategies required to become more client- and employee-focused — key strategies to help you successfully grow your company, improve profi tability and win in the competitive marketplace.

www.strategicbusinessassoc.com

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


Highlights Feb 13.indd 1 2/1/13 3:19 PM

When IT is OutsourcedAn open door for office technology dealerships

by: Rock Janecek, Burtronics Business Systems

If one of your dealership’s customers does not have a full-time information technology (IT) department or staff, chances are he (or she) has outsourced this task to a per-call

company that charges by the hour for any services performed. On the surface, this seems like a satisfactory arrangement — receiving the company’s network repair needs on an a la carte basis. Look deeper, however, and you may find that there is a need there — something you can provide for your customer that he is not receiving from his current arrangement.

Many small and medium-sized businesses do not have a full-time IT staff; they outsource any network services need-ed on a chargeable or per-call basis from an individual or a company. What I have noticed is that the outsourced IT pro-vider will seldom take “ownership” of the customer’s network; instead, the IT provider’s representative will come out when he is called and fix the specific problem, similar to a “break/fix” copier repair.

For instance, if the customer has a virus on one worksta-tion, an IT provider representative will arrive and remove the virus, but will not usually offer to check other workstations or offer a solution to stop viruses from entering the network.

The customer is never notified that additional steps should be performed to secure his network and keep repeat occur-rences to a minimum. This is usually due to the IT provider’s rep doing only what he was asked to do, instead of managing or controlling the network.

Outsourced backup/data recovery may have similar prob-lems. Your customer may have requested that the IT provider implement a backup/recovery program, but your customer is rarely informed by the IT provider that the current backup procedure may be inadequate or incomplete. Because the customer is uninformed, he is under the impression that his network is secure and operating at an efficient level, which is oftentimes not the case. When a severe problem does occur, it is usually very painful and expensive.

In essence, the customer is paying for a reactive service in-stead of proactive management. He is paying for services only when they are needed and only for the immediate problem. He is not having his network managed. This type of outsourcing allows the network to become increasingly vulnerable to fre-quent breakdowns as the equipment ages and the lack of rou-tine servicing causes larger and more devastating problems. This costs the customer more in time, money and frustration.

There are also the concerns about security breaches and

government compliance, which are separate, but very impor-tant parts of network management that many customers are not aware of. Because the network has not been managed, the customer is not even aware of the potential for catastrophe. When the customer is faced with a major network failure, he will oftentimes change his IT provider, giving the new pro-vider a list of problems to repair. Then the whole cycle repeats.

One way to help your customer break away from this cycle is to offer him managed network services that will prevent and correct certain network problems while at the same time allowing your customer to continue the relationship with his current IT provider. You are not necessarily looking to replace his current IT provider (at least not in the beginning) — you are wanting to provide certain network services that will al-low the IT provider to focus on other matters.

These services can include email spam filtering, Inter-net content filtering and remote backups. And all of these services can be set up on your customer’s network remotely to

PRINCIPAL ISSUES


Janecek Feb 13.indd 1 2/5/13 11:38 AM

help ensure a more reliable network, with-out you having to interrupt the customer’s current choice of IT provider.

Once the initial setup is completed, the services you provide can be monitored and administered remotely, either by you, by the customer or by you both; they will not require intervention by the customer’s out-sourced IT provider. � ese managed serv-ices will bring recurring revenue billed on a monthly or quarterly basis and will allow you to periodically review your o� erings with your customer.

Once you have successfully installed one or more of your services, you can now focus on other needs your customer may have on his network and suggest ways to improve net-work reliability while reducing costs.

Because you are taking a proactive approach by monitoring his network and looking at the full scope of his operation, the customer will soon be calling your company for suggestions on what should be done to improve his overall operation instead

of calling his outsourced company. You will have become his new IT provider. Rock Janecek is the division service manager

for Burtronics Business Systems Inc., San Bernardino, Calif. � e company was founded

in the 1800s as the Barnum and Flagg Bookstore. � e company carries several

brands, including Konica Minolta, Lanier/Ricoh, RISO, Memjet, Muratec and others. Janecek has been in the o� ce technology industry since 1980, when he started his

career as a technician for Saxon Business Products. He is trained in machine-speci� c repair,

networking, employee management, customer retention and more. Janecek served as BTA’s

national president during the 2010-11 year. He is currently an instructor for BTA’s FIX: Cost

Management for Service Workshop. He can be reached at (909) 885-7576 or

[email protected]. Visit www.burtronics.com.

Because you are taking a proactive approach by monitoring his network and looking at ... his operation, the customer will soon be calling ... for suggestions ...


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Janecek Feb 13.indd 2 2/4/13 2:11 PM

Hire a ProfessionalFocus on selling ability, not product knowledge

by: Tibor Shanto, Renbor Sales Solutions

One of the realities of the new year is staff turnover, es-pecially on the sales team. This is not necessarily a bad thing. Usually your “A players” tend to stay; they know

they are in a good place to repeat, so unless you change things radically, they tend to stay and repeat. The people who leave are usually not missed, so it presents a great opportunity to im-prove things in your sales department. The problem is that of-ten, business owners (especially those with product expertise) hire the replacements in the wrong way, for the wrong reasons.

People are creatures of comfort. They stick close to what they know and who they know, and will often go out of their way to stay in their comfort zones. But staying within your comfort zone can have negative repercussions when hiring salespeople; this is generally true for specialized companies such as those in the print/imaging and wireless industries, product-specific companies and other sectors where product knowledge is deemed to be important.

In many of these environments, hiring managers tend to look for people with product knowledge, rather than sales ability. Their reasons are usually rooted in the theory that it will be difficult to teach someone all the ins and outs of the product. You can understand why — they know the product, and understand what the product does and how it fits into the buyer’s workplace. At the same time, hiring managers have a perception that sales is about being personable and having the gift of gab, so when they find someone who can talk prod-uct, they see a good salesperson.

But many of these managers have never formally sold. Yes, they may have taken orders, responded to market demand, followed up on trade show leads or responded to tenders, but they have not formally sold — identified targets, created an action plan to engage with the right prospects, or converted leads to prospects and prospects to clients. As a result of their distorted view of sales, they hire product specialists who run around the countryside like a solution looking for a problem. Not unlike the blind squirrel who runs into a nut sometimes, these product folks run into enough customers and call it selling.

For long-term success, these hiring managers should be doing the opposite: hiring qualified and successful salespeo-ple, with product knowledge being a secondary factor. But hiring should be done within reason, of course. You may not want to hire a successful real estate sales rep to sell copier/MFPs, but there is no reason not to hire a successful rep from

an IT integrator to sell for you.It is much easier to take someone who is a good seller and

teach him (or her) the product. Good sellers, by nature, have two attributes. The first is a blend of curiosity and winning; they want to learn and enjoy learning about how they can take something and see how it can help the client and their own company profit from it. The second is the ability to differ-entiate on things other than product specs. In an age where most leading products have more than 80-percent overlap in features and specs, knowing the product and regurgitating it just like the next guy will not deliver sales or deliver them at a discount, which is just not good for margins.

Since many hiring managers are product guys in salesper-son clothing, they will teach their reps what they know (prod-uct), perpetuating a cycle that addresses product knowledge, but not sales. This will not really evolve the skills of the sales reps or the fortunes of the company.

On the other hand, if you have a product guy working with a

PRINCIPAL ISSUES


Shanto Feb 13.indd 1 2/4/13 3:00 PM

good seller, you can truly create something that is greater than the sum of the parts.

One other important factor to remember is that product guys, like anyone else, will stick to their comfort zones. This means they will usually call on and try to sell to the “user.” This is important, as many of them are influencers — strong influencers.

But in an age where all spending is scru-tinized and decisions are made based on business benefit rather than product specs, you need a seller who can work across the buying organization, from the top down, bottom-up and side-to-side.

The one comment I hear consistently from executives in

product-driven companies is that their reps are not calling on the right people. Do-ing that right takes an understanding of sales, not product. n

Tibor Shanto is a recognized speaker, sought-after trainer and author of the

award-winning book, “Shift!: Harness The Trigger Events That Turn Prospects Into

Customers.” A 25-year veteran of B2B sales, he has

helped companies like Ricoh, IKON and Pitney Bowes sell

better through execution. He can be reached at (855) 25-SALES or [email protected].

Visit www.sellbetter.ca.

... In an age where all spending is scrutinized ... you need a seller who can work across the ... organization, from the top down, bottom-up and side-to-side.


22 • Ask the Analyst

(800) 843-5059 / www.bta.org/AsktheAnalyst

25 • BTA Marketplace

(800) 843-5059 / www.bta.org/BTAMarketplace

5 • DocuWare

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17 • ECi Software Solutions - FMAudit

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28 • ENX Magazine

(818) 505-0022 / www.enxmag.com

19 • FIX: Cost Management for Service

(800) 843-5059 / www.bta.org/FIX

14 • Hytec Dealer Services

(800) 883-1001 / www.hytecrepair.com/drivesecure

18 • Image Star

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31 • The Imaging Channel

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2-3 • ITEX 2013

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9 • LEAF

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11 • MSE

(800) 673-4968 / www.mse.com

15 • MWA Intelligence

(800) 875-2371 / www.mwaintelligence.com

32 • Printer Essentials

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21 • ProFinance 2.0

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7 • Samsung

(866) 726-4249 / www.samsung.com/mpa

13 • Toshiba

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Advertiser index

Shanto Feb 13.indd 2 2/4/13 3:00 PM

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INSIDE:Defining the Indefinable: The Rules of MPS pg. 20

We can see the results, feel the power and know they are real, but the rules of MPS are not easy to define.

The Laws Your Clients Contend With pg. 12There’s a lot to consider when “assuming responsibility” for clients’ devices, especially in light of today’s privacy laws.

Five Things to Consider When Developing Your Mobile Field Service Strategy pg. 33

Mobile technology has become a necessity in the service business

The Rules of MPS

July

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No.

3th

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INSIDE:

The Evolution of MPS: A Matter Of Perspective pg. 24

From papyrus to paper, the evolutionary path of MPS, like most technologies, is a long one. Its direction, however, depends largely on your perspective.

M&A Activity Connects Print With Other Services pg. 15A new strategy of reshaping business serves to combine and conquer the ever-changing marketplace.

Avi Resort & Casino Hits the Jackpot With MPS pg. 30

This Nevada casino got on board with MPS and cut printing costs by more than 65 percent.

The Evolution of MPS

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