November 2010 Office Technology

01OT1110:Cover June 10 11/1/10 12:50 PM Page 1

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Long-Term MPS Success

Do you have the right

business model to thrive?by David FactorStrategy DevelopmentAs we all know, managed printservices are changing the imaging business as weknow it. Today, various types of companies with his-torically different business models want it all —hardware, service and supplies for all devices.

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 | N o v e m b e r 2 0 1 0

CONTENTS

Business Color

Today, everyone

is selling it, right?by Brent HoskinsOffice Technology MagazineThe often-repeated declarationthat “this will be the year of color”faded away long ago. Lookingback, identifying which year was “the year” is difficult,if not impossible. Many would say it was not a singleyear, but actually a series of years that collectively ledto color output being well established in the generaloffice. Whatever the case, few, if any, would disputethat the color-enabled MFP has become common-place. Business color is now a standard offering.

Volume 17 � No. 5

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

D E P A R T M E N T S

6

8

30

Executive Director’s Page

BTA President’s Message

Advertiser Index

Business Technology Association� BTA Highlights28

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

Rules-Based Printing

Software solutions that

leverage the networkBy Denine PhillipsTech-Write LLCThe August Office Technology coverstory, “Device Management: Providing remote MFPconfiguration & monitoring,” highlights how remoteadministration of network output devices (print-ers/MFPs) can save dealers and end users time andmoney. Indeed, device management (DM) solutionsautomate error-prone, manual tasks — meter collec-tion, supply ordering, configuration and firmwareupdates — while also streamlining service dispatchand call resolution.

Draws Against Commission

Establish a detailed,

written commission planby Robert C. GoldbergBTA General CounselWhen business is very good andprofits are great, owners often neglect to remainfocused on business details. In today’s economy, onearea for potential problems is draws advancedagainst commissions to be earned.

22

10

27

29

Grand Slam 2010

BTA East district hosts

event Sept. 23-24by Brent HoskinsOffice Technology MagazineWith the goal of providing officetechnology dealers with both education and network-ing opportunities, BTA’s East district hosted GrandSlam 2010 Sept. 23-24 at the Ritz-Carlton Hotel inWhite Plains, N.Y. The third annual event drew a totalattendance of approximately 150, up from about 115 in2009 and 65 in 2008. The event began the afternoon ofThursday, Sept. 23, with a dealer and manufacturerpanel discussion moderated by Frank Cannata ofMarketing Research Consultants Inc.

18

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

You must be prepared

for an uncertain futureby Jim KahrsPPMC Inc.With the hustle and bustle that youface every day, it is sometimes difficult to set aside timefor future planning. Rarely does the thought of plan-ning your succession come to mind. Unfortunately, thishas really come back to haunt some dealerships.

25

M P S S T R A T E G I E S

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Executive Director/BTAEditor/Office Technology

Brent [email protected]

(816) 303-4040

Associate EditorElizabeth Marvel

[email protected](816) 303-4060

Contributing WritersDavid Factor, Strategy Development

www.strategydevelopment.org

Robert C. Goldberg, General Counsel Business Technology Association

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

Denine Phillips, Tech-Write LLCwww.tech-write.biz

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]

©2010 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

If yours is like most

MFP-centric office

technology dealer-

ships, then you have seen

an increase in the number

of placements of color

MFPs in recent years. That

comes as no surprise, giv-

en the rise in the interest in color output in

the general office environment and declining

costs. Today, business color is commonplace.

As I began work on the cover story in this

issue of Office Technology, I wondered about

the extent to which color MFPs have

advanced in terms of their claim on the deal-

ership’s total unit placements. In March 2005,

in preparing an article on the same topic, I

surveyed dealers via e-mail regarding the

color MFP product category. There were 67

respondents to that survey. How have things

changed in five years? For this month’s

article, I e-mailed dealers the same ques-

tions. This time, I received 77 responses.

Below is a comparison of the responses

to the two e-mail surveys. The results that

appear in parentheses are from the 2005

survey. Perhaps the comparison confirms

what we already know to some extent, but I

believe you will find the results of interest.

During the past six months, what per-

centage (please estimate) of your dealer-

ship’s total unit placements were color

MFPs?

Less than 10 percent: 5% (2005: 37%)

10 to 20 percent: 14.5% (27%)

21 to 30 percent: 6.5% (25.5%)

31 to 40 percent: 19.5% (4.5%)

41 to 50 percent: 18% (3%)

More than 50 percent: 36.5% (3%)

Among those custom er locations

where you have placed color MFPs in the

general office, what is your estimate of

the average percentage of pages output

in color?


11 to 20 percent: 38% (33%)

21 to 30 percent: 34% (22%)

31 to 40 percent: 23% (21%)

More than 40 percent: 1% (6%)

In the next six months, what per-

centage of the total unit placements by

your dealership do you project will be

color MFPs?


11 to 20 percent: 10.5% (34%)

21 to 30 percent: 5% (19.5%)

31 to 40 percent 19% (16.5%)

41 to 50 percent: 19% (10.5%)

More than 50 percent: 42.5% (1.5%)

The recent e-mail survey also asked the

question: Do you have any comments

regarding the market for business color

in the general office environment that

you would like to share? Here’s a sampling

of the responses:

� “The decline in the color-enabled unit

cost, and the cost-per-copy, is driving the

usage of color in the general office environ-

ment. Color-enabled devices are being

placed more frequently as there is no longer

a huge penalty to upgrade to color.”

� “Color has become the rule, not the

exception.”

� “Business color is commonplace. The

slow economy has caused offices to scruti-

nize their costs and, therefore, the color

output is not as high as it was or will be, once

the economy is perceived as getting better.”

To see the other comments shared by

respondents, see this column online at

www.bta.org. �

— Brent Hoskins

Color is ‘The Rule,Not the Exception’


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BTA PRESIDENT’S MESSAGE

On O ct. 22-23, I

had the oppor-

tunity to once

again attend the BTA

Southeast Fall Colors

Conference in Waynes-

ville, N.C. As in the past,

I did not leave disap-

pointed. This annual event takes place in

the historic 1920s-era Waynesville Inn Golf

Resort & Spa in Waynesville. It’s a great

place to unwind, learn from the education

sessions and visit with fellow dealers.

This year, I had the privilege of being

among the education session presenters,

speaking on a topic that is very familiar to

me — professional certifications, such as

CompTIA’s PDI+ and CDIA+. My fellow pre-

senters were Jim Kahrs of Prosperity Plus

Management Consulting Inc. and Byron

Aulick of DataVault Inc. Jim presented

strategies for assessing the health of your

dealership. Byron spoke about the opportu-

nity to sell scanning as a service. In addi-

tion, a roundtable discussion was held at

the conference, allowing attendees to visit

on the topic of leasing with Lori McGowan,

a vice president of sales at GreatAmerica

Leasing Corp. There was also a general dis-

cussion on receivables and collections

strategies, and dealership best practices.

The schedule included dedicated time to

visit with the exhibiting sponsors, who

helped to make the event a great success. In

addition to GreatAmerica, they were Canon

U.S.A., Color Imaging, Digitek Computer

Products, Diversified Computer Supplies,

Muratec America and West Point Products.

The event drew a total attendance of ap-

proximately 65. This number included

veteran Fall Colors Conference attendees as

well as some new faces — individuals who

were either first-time attendees or who had

not attended in recent years. For the most

part, they were dealers from within the South-

east region of the United States. As a Cali-

fornian, it is always nice to enjoy that south-

ern charm and hospitality. There were plenty

of opportunities to do so — at the opening

welcoming reception, Saturday afternoon

following the education sessions and Sat-

urday evening during the closing dinner.

Saturday afternoon, many went into his-

toric downtown Waynesville to explore the

many shops. Others played golf on the

resort’s 27-hole course. Still others took a

drive in the nearby Great Smoky Mountains

or Balsam Mountains. Myself? Several other

attendees and I spent the afternoon enjoying

the fresh, mountain air while visiting on the

porch of one of the guest rooms overlooking

the golf course.

I share the extra details here to empha-

size a key characteristic of BTA’s growing

lineup of district events. They are not only

great learning opportunities, but there are

also unparalleled opportunities to really

connect with others in the industry. These

are, of course, your fellow dealers who share

your passion for selling, servicing and sup-

porting office technology. They are eager to

share their ideas and strategies and can

often be excellent sources to call upon for

advice in the future.

Does this sound like the type of event you

would like to attend to gather new ideas to

help you in your dealership? If so, mark

your calendar for the next two district

events — Feb. 17-18 in Orlando, Fla., and

May 3-4 in St. Louis, Mo. Watch www.bta.org

and Office Technology for details. �

— Rock Janecek

®

2010-2011 Board of Directors

PresidentRock Janecek

Burtronics Business Systems Inc.216 S. Arrowhead Ave.

San Bernardino, CA [email protected]

President-ElectTom Ouellette

Budget Document Technology251 Goddard Road

Lewiston, ME [email protected]

Vice PresidentTerence Chapman

Business Electronics Corp.219 Oxmoor Circle

Birmingham, AL [email protected]

BTA EastTodd J. Fitzsimons

Network Imaging LLC122 Spring St.

Southington, CT [email protected]

BTA Mid-AmericaRon Hulett

U.S. Business Systems Inc.3221 Southview Drive

Elkhart, IN [email protected]

BTA SoutheastMike Upchurch

Business Machines Inc.3121-C Glen Royal Road

Raleigh, NC [email protected]

BTA WestGreg Gray

Burtronics Business Systems Inc.216 S. Arrowhead Ave.

San Bernardino, CA [email protected]

Ex-Officio/ImmediatePast President

Bill JamesWJS Enterprises Inc.

3315 Ridgelake DriveMetairie, LA 70002

[email protected]

Ex-Officio/General CounselRobert C. Goldberg

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

Chicago, IL [email protected]


BTA Southeast HostsSuccessful Fall Event

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by: Brent Hoskins, Office Technology Magazine

Business ColorToday, everyone is selling it, right?

The often-repeated declaration that

“this will be the year of color” faded

away long ago. Looking back, identi-

fying which year was “the year” is difficult, if

not impossible. Many would say it was not a

single year, but actually a series of years that

collectively led to color output being well

established in the general office. Whatever

the case, few, if any, would dispute that the

color-enabled MFP has become common-

place. Business color is now a standard

offering among office technology dealerships.

Although the tumbling economy of late

2008 and all of 2009 slowed the growth of the color MFP

market, the promise of and enthusiasm for business color

persists. Monochrome-only MFPs still dominate, but color

continues to make strides. Among all U.S. unit placements

(MFPs and both laser and inkjet printers) in the general

office in 2009, about 24 percent were color devices, says

Robert Palmer, director of Digital Peripherals Solutions for

market research firm InfoTrends Inc. That number is pro-

jected to reach 35 percent by the end of 2014. In terms of the

actual number of placements, looking only at MFPs,

InfoTrends estimates there were 415,000 color MFP place-

ments in the United States in 2009, as compared to 1.4

million monochrome MFPs.

An e-mail survey of dealers, conducted by Office Tech-

nology in conjunction with this article, further reveals the

growing focus on color. Among the 77 respondents, 36.5

percent indicated that more than half of their total unit

placements in the past six months were color MFPs. In con-

trast, among the 67 respondents to the same survey ques-

tion in March 2005, only 3 percent reported that more than

half of their total unit placements in the previous six

months were color MFPs. (See the Executive Director’s Page

on page 6 for additional survey results.)

A key contributor to the rise of color in

the office is the decline or elimination of

some of the long-lasting barriers, such as

the high cost of ownership, spotty print

quality and slow output speed. “I think

most of the major barriers have been

broken,” says Michael Hunter, director of

product marketing for Ricoh Americas

Corp., citing, in particular, output quality

and the need for the MFP to slow down

and re-calibrate during print jobs. “In addi-

tion, today, the black-and-white speeds

match the color speeds. There was a day

when an MFP that would print at 30 pages per minute

[ppm] in black and white, could only print at 15 ppm in

color. So, the productivity has increased dramatically.”

Initial notable increases in the number of color MFP unit

placements may not have come simply as a direct result of

the declining barriers, but also as the result of a push among

some vendors to claim market share. The philosophy

embraced by some manufacturers, says Palmer, was: “We

need to be the leader, we need to get market share, we need

to get units in the field and the pages will come.”

As a result, says Palmer, prices (and hardware margins)

were driven downward and, similarly egregious, color

output did not meet expectations. “They did get the units

into the field, but what they found was that those customers

who were willing to pay for those low-priced products didn’t

print a lot of volume,” he says. “That caused a problem in the

market — a business model that was not really a winning

business model.”

Hunter acknowledges the faulty business model prevalent

in the color MFP market’s early years. “Many times, sales

reps would receive higher commissions or incentives based

on selling a higher-cost color system, without really consid-

ering the color output volumes or what the workflows

Cover Story Nov 10:Cover Story Nov 10 11/1/10 12:24 PM Page 10

SINCE 2007

Digital Gateway ad Sept 10:Layout 1 8/16/10 12:35 PM Page 1

should be,” he says. “But the

sales reps did exactly what

we wanted them to do —

they sold color devices.”

How has th e industr y

ultimately addressed the

problem — the faulty busi-

ness model and the place-

ment of color MFPs with

lower-than-expected color

output? Dealers (and manu-

facturers) have since seen

the importance of not just

placing a color MFP for the sake of placing another device,

but instead conducting workflow assessments to ensure

they are properly placed.

Hunter says the current selling strategy has proven to be

the correct one. “Today, when we look at color volumes, we

are typically pleased with the volumes when the device is

placed in the right environment,” he says. “When devices are

not put into the right environment, you see that the amount

of color output expected versus the actual output is dramat-

ically different. We now see our dealers making sure that the

device is put into the right environment. Once it is put into

the right environment with the right expectations, the

appropriate color volumes should be there.”

Others offer similar comments. “I think it comes down to

understanding the customer environment well,” says Phil

Boatman, manager of BSD (Business Solutions Dealer)

program development for Lexmark International Inc. “That

relationship between the dealership and the customer needs

to be tight, so that the dealer can best understand what the

color usage is going to be.”

Hiro Imamura, senior director of enterprise systems for

the ISG Product Marketing Division of Canon U.S.A. Inc.,

concurs. “We always recommend that dealers offer the best

solution for each customer opportunity,” he says, noting that

the result is a high level of color output on Canon product

placements. “We don’t simply push color just because we

want to sell more color. That’s not what we do. We may have

missed opportunities where we could have sold more color

devices, but the bottom line is we like to place the optimum

products in the customer’s environment. As a result, Canon

dealers generally see very healthy color print volumes.”

Of course, given that manufacturers and dealerships are

product and services sales companies, a part of placing color

MFPs in the right environments is seeking out those environ-

ments. “The dealerships that

are the most successful in

color have reps who walk

into an account expecting

that there is a need for color,

because, let’s face it, most

customers do have the need

for color,” says Boatman. “So,

having the expectation that

there are color requirements

within every single account

will help the dealership be

more successful.”

As suggested, placing color-enabled MFPs in the right envi-

ronments will help ensure that the dealership’s expectations

for a customer’s color volume and the actual volume are more

in alignment. However, adds Boatman, it is also important for

dealerships to take an extra step to make sure they meet pro-

jected aftermarket revenues. “Dealers can protect themselves

within their maintenance agreements by providing for annual

reviews or some other period of time to review what the actual

customer color usage is and make adjustments accordingly,”

he says. “I think that has to be a part of what dealers consider

as color becomes more prevalent.”

Hunter offers similar advice. “Dealers need to make sure

they are going to get the return on the output,” he says.

“They can do that by making sure they are doing the work-

flow assessments [ensuring placements in the right environ-

ment] and by placing color minimums into the contract.”

While dealers and manufacturers are now effectively

addressing the issue of correctly placing color MFPs, there is

at least one other “problem” that is now a commonly

accepted reality. “Most products on the market today are

fairly competitive; they’re comparable,” explains Palmer.

“There is very little differentiation that occurs on a hard-

ware level. The user interface and, perhaps, some embedded

software do offer some differentiation, but in terms of just a

pure hardware perspective, there is not a lot going on

anymore that allows manufacturers to differentiate them-

selves. We are in a very mature market now.”

Of course, the argument could easily be made that workflow

assessments leading to the correct placement of color MFPs

are helping to distinguish dealerships from their competitors.

Likewise, as Palmer suggests, software-based solutions may

also provide a key means of differentiation (many would say

this is a definite differentiator). At least for the short term, as

the economy remains on shaky ground, proactively helping


“Most products on themarket today are fairlycompetitive; they’re comparable. There is very little differentiationthat occurs on a hardwarelevel ... We are in a verymature market now.”

— Robert PalmerInfoTrends Inc.


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customers control costs may

also serve as a primary

means of distinguishing a

dealership from the competi-

tion. “Until two years ago,

customers were more and

more accepting of color out-

put coming into their busi-

nesses and they did not have

a lot of concern about the

additional costs,” says Boat-

man. “However, during to-

day’s economic challenges,

concern about the cost of color has reignited to some degree.”

Tina Caster, manager of the Worldwide Marketing Group

for Lexmark color products, says dealers can address end-user

concerns about cost by offering them access control tools.

“There are a lot of tools now that provide visibility of how

users utilize a print device and provide means of allowing

color output for those who

need to print color,” she says.

“ Whether that is access

control for an individual user

or a group, Lexmark offers

those functions within a

device so that an adminis-

trator can enable color us-

age as needed throughout

the environment.”

While users may be seek-

ing to better control access

in order to control costs, it

does appear that the number of customers using color will

only increase. InfoTrends’ end-user surveys reveal that 75

percent of respondents, regardless of company size, intend

to make their next MFP a color one, says Palmer — this

despite the fact that more than 60 percent of survey respon-

dents with a color device in place report that less than 10

“Until two years ago, customers were ... moreaccepting of color output... and they did not have alot of concern about theadditional costs. However... concern about the costof color has reignited to some degree.”

— Phil BoatmanLexmark International Inc.


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percent of their total volume

is color. If color volumes are

low, why are so many plan-

ning to upgrade to color?

“Because prices are coming

down,” says Palmer. “It’s a

‘wish list’ kind of thing.”

Although the “ year of

color” is somewhere in the

past and the placement of

color MFPs has become

commonplace, it appears

that some dealers may be

holding back. Among the respondents to Office Technology’s

survey, 14.5 percent expect that less than 20 percent of their

total unit placements in the next six months will be color

MFPs. If the hesitation is associated with concerns about

correctly charging for color output, at least one vision for the

future may lead more dealers to look forward to the day

when they can comfortably

ramp up their color MFP

sales. “I do believe we’re

going to see some technolo-

gies emerge that will make

the pricing models around

color much more granular in

connection with coverage as

compared to the traditional

types of pricing models,”

says Dennis Amorosano,

senior director of solutions

marketing and business sup-

port for Canon. “Certainly, that is a trend

that is on the way.” �Brent Hoskins, executive director of the

Business Technology Association, is editor

of Office Technology magazine.

He can be reached at [email protected].

“I do believe we’re goingto see some technologiesemerge that will make thepricing models aroundcolor much more granularin connection with coverage as compared tothe traditional types of pricing models.”

— Dennis AmorosanoCanon U.S.A. Inc.


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by: Brent Hoskins, Office Technology Magazine

Grand Slam 2010BTA East district hosts event Sept. 23-24

With the goal of providing office technology

dealers with both education and networking

opportunities, BTA’s East district hosted Grand

Slam 2010 Sept. 23-24 at the Ritz-Carlton Hotel in White

Plains, N.Y. The third annual event drew a total atten-

dance of approximately 150, up from about 115 in 2009

and 65 in 2008.

“Four people from Rhyme have attended all three of the

BTA East events and we all felt the events were well organ-

ized,” said attendee Mike Steinhoff, president of Rhyme

Business Products, Portage, Wis. “The dealer/manufacturer

panel this year was facilitated very well and was insightful.

We felt that alone was worth the time we invested to be at

the event. We learned a great deal from the guest speakers

and felt the information shared was presented well. The

social time we spent with other dealers and sponsors may

have been the best time spent, and the Yankees game really

finished the event off with a touch of class.”

Attendee Ross McKinney, president and general

manager of CNC Office Systems Ltd., Vaughn, Ontario,

Canada, shared similar praise for the event. “This event

and agenda of presenters promised to provide me a lot of

information on the document systems market today, and

it surely did,” he said. “The featured panel on the opening

afternoon was particularly valuable, hearing from the

senior executives of several manufacturers and the

owners of very successful dealerships in the competitive

marketplace of the Northeast.”

As Steinhoff and McKinney noted, the event began the

afternoon of Thursday, Sept. 23, with a dealer and manufac-

turer panel discussion, moderated by Frank Cannata of

Marketing Research Consultants Inc. The panel featured

three manufacturer presidents — Mike Pietrunti of Kyocera

Mita America Inc., Jim D’Emidio of Muratec America Inc.

and Ed McLaughlin of Sharp Imaging and Information

Company of America. The dealer panelists were: Rick

Clockwise from top left: Grand Slam 2010 began with a

dealer/manufacturer panel discussion moderated by Frank

Cannata; speaker Sally Brause; attendees listen to one of

the five education sessions; speaker Robert Goldberg.

BTA East Nov 10:BTA East Nov 10 11/1/10 9:54 AM Page 10

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Clockwise from top left: The second BTA Data Cleansing

Summit was held in conjunction with Grand Slam 2010;

speaker Tom Callinan; the event concluded with an

evening in a private suite at Yankee Stadium, sponsored by

EDA and GreatAmerica Leasing Corp.

Clockwise from top left: Grand Slam 2010 provided many

opportunities for one-on-one dealer/sponsor conversations;

BTA President Rock Janecek (left) recognizes Immediate

Past President Bill James for his year of service; speaker

Byron Aulick; the event featured 23 exhibiting sponsors.


Bastinelli of Centric

Business Systems

Inc., Owings Mills,

Md.; Jerry Blaine of

LDI Color ToolBox,

New York, N.Y.; An-

drew Ritschel, Elec-

tronic Office Sys-

tems Inc., Fairfield,

N.J.; and Larry Weiss

of Atlantic Tomorrow’s Office, New York, N.Y.

Following the panel discussion, attendees enjoyed the

Welcoming Reception, networking with others and visiting

the tables of exhibiting sponsors. The learning opportuni-

ties continued throughout the day on Friday, Sept. 24, with

four education sessions, along with additional time on the

schedule to visit with the exhibitors. The education lineup

featured sessions by: Bob Goldberg, BTA general counsel;

Tom Callinan, founding principal of Strategy Develop-

ment; Sally Brause, director of human resources consulting

at GreatAmerica Leasing Corp.; and Byron Aulick, presi-

dent of DataVault Inc. Grand Slam 2010 concluded with an

evening in the largest suite in Yankee Stadium to see the

Boston Red Sox take on the New York Yankees. The

evening was sponsored by EDA (Equipment Data Associ-

ates) and GreatAmerica Leasing Corp.

The event featured 23 exhibiting sponsors: Azerty, Color

Imaging, Compass Sales Solutions, Digital Gateway, Digitek

Computer Products, Densigraphix Inc., Diversified Com-

puter Supplies, DocuWare, EDA, Epson America Inc., ECi

Software Solutions, ESP, FMAudit, GreatAmerica Leasing

Corp., Image Star, InfoDynamics Inc., Lexmark International

Inc., Muratec America Inc., Polek & Polek, Relyco Sales Inc.,

SalesChain, Supplies Network and West Point Products.

A comment from Bill Gates, channel development

manager for Epson America Inc., was typical of those

shared by exhibiting sponsors. “I have now exhibited at

two BTA events, most recently the BTA East event,” he said,

noting that he particularly liked the placement of all

exhibit tables in the same ballroom as the education ses-

sions. “I had numerous opportunities to interact with the

attendees and had even more valuable conversations.

Being a member of BTA continues to drive more and more

value for Epson’s document scanner business.” �Brent Hoskins, executive director of the Business Technology

Association, is editor of Office Technology magazine.


“I have now exhibited attwo BTA events, mostrecently the BTA Eastevent ... Being a memberof BTA continues to drivemore and more valuefor Epson’s ... business.”

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by: Denine Phillips, Tech-Write LLC

Rules-Based PrintingSoftware solutions that leverage the network

The August Office Technology cover story, “Device

Management: Providing remote MFP configuration &

monitoring,” highlights how remote administration of

network output devices (printers/MFPs) can save dealers

and end users time and money. Indeed, device management

(DM) solutions automate error-prone, manual tasks —

meter collection, supply ordering, configuration and

firmware upgrades — while also streamlining service dis-

patch and call resolution. To accomplish these tasks, DM

solutions track:

� Monthly device utilization: both black-and-white and

color volumes

� Service status: out-of-paper/toner, error conditions, etc.

�Device type: Ricoh, Xerox, Canon, HP, etc.

Many other metrics are tracked, providing valuable

insight into fleet usage and trends. Based on this informa-

tion, sales professionals can partner with decision makers

(CIOs, CFOs, IT) in an ongoing dialog about ways to reduce

waste or resource abuse. It may be suggested, for instance,

that a centralized high-volume MFP replace costly desktop

printers. Measurable cost savings can then be realized

through the elimination of redundant devices in favor of

lower cost-per-copy, energy-efficient MFPs.

Where does rules-based printing come in? “Rules-based

printing is a common module within our suite of cost

recovery solutions that can complement Ricoh’s @Remote

Device Management offering,” says Craig Temple, output

solutions manager at Ricoh Americas Corp. “So early in a

customer engagement, the account rep assesses the cus-

tomer’s print environment using @Remote or other assess-

ment tools to track and collect raw data. @Remote Fleet

Utilization and Green Reports, for example, uncover how

many pages network devices are generating each month and

may indicate that customers are printing a high volume of

single-sided, color pages. In an effort to reduce those costs, a

procedural change is instituted; users are asked to print

black-and-white duplexed (double-sided) pages. This lowers

paper costs, saves trees and decreases carbon footprint —

which supports cost reduction and green initiatives.”

Temple has found that over time, however, old habits

resurface. “While procedural changes result in an initial

decline in print costs, they eventually rise right back up to

the same point or higher,” says Temple. “What ‘rules’ do is

give customers the tools to ensure that savings are realized

by redirecting print jobs to the most efficient devices and

putting controls on printer usage and feature availability.

Now, if you want users to print black-and-white duplexed

pages, those rules are applied to users or groups on the

network. So, if a user tries to print a 20-page report to his (or

her) desktop printer, a pop-up message on the computer

screen — customized within the admin module — might

say, ‘It will cost the company $4.80 to print to your personal

printer. Please send jobs of more than 10 pages to the MFP

down the hall instead.’ If human resources is printing

résumés from an e-mail application, there is clearly no

reason why they cannot print in black and white and duplex.

But just making that suggestion to users is not enough. The

instinct is to just hit the print button. Unless the driver

defaults are set to duplex and black and white, you are

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wasting valuable resources. With rules-

based printing, the customer is lever-

aging software to realize actual savings,

rather than relying on policy changes.”

“Before rules can be established, an

assessment phase is needed to deter-

min e w hat control s are required ,”

explains Dewey Rodgers, worldwide

solutions marketing manager at Xerox

Corp. “Do they need to limit the use of

color? Do they want to track usage to an individual or

department? Do they want to route those users to a more

productive printer? It is not uncommon to find that a

printer or MFP keeps breaking down because too many

people are printing to that device, which is not rated for that

volume of use. This helps customers understand which MFP

they need for a particular department. Then they can

narrow down, from a rules-based standpoint, if a depart-

ment is printing too many color pages. The administrator

can then set a rule for an individual or group that says, ‘You

need to direct this print job to the copy center.’”

You may also ask the customer if he has a green initiative.

Rules can be created that say, “You are increasing CO2 emis-

sions by printing to your desktop printer,” or “Duplexing

saves X trees.” So it may be a cost reduction, color restriction

and/or green initiative that drives rules-based printing, and

these rules can be applied to a device, user or group. Since

the rules reside on a server, the administrator typically con-

structs the rules using a wizard-type interface. The rule is

saved under a name and then the admin picks the target for

that particular rule. The rule can then be applied to

everyone, just User A, or an entire department.

The principle behind Canon’s uniFLOW rules-based

printing is essentially the same. As Shalin Shah, lead tech-

nical marketing analyst at Canon U.S.A., explains: “uniFLOW

enables the administrator to define the print job variables to

be monitored, like the number of pages, user ID, color or

black-and-white jobs and more. Those rules are then applied

to a user or group. For example, if a user sends a print job of

more than 10 pages to a desktop printer, the job can be auto-

matically routed to an MFP. uniFLOW can also change print

job properties based on defined rules. A rule may say that

any color print job of more than 50 pages should automati-

cally be printed in black and white. Similarly, any print job of

more than 100 pages should be automatically duplexed.”

Rules-based printing is not limited to just print workflow.

Ricoh, Xerox and Canon solutions support walk-up rules at

the MFP control panel.

� Ricoh PCS Director is an optional

embedded application that enables the

user to log in and then it tracks everything

the user does. At the same time, the admin-

istrator can apply rules. If a user walks up

and tries to make 200 color copies, a screen

pops up saying, “I’m sorry. You must use a

different device. This device is limited to 20

color copies.”

�Using the Xerox Secure Access Unified ID System, the user

can authenticate at the device using a proximity card (swiped

on a card reader attached to the MFP). PIN code authentica-

tion is also supported. The caveat: In order to apply rules or

reroute documents, the device has to know who you are.

� Using Canon’s uniFLOW, the administrator defines

“access levels” at the uniFLOW server. Based on a user’s

access level, he is either allowed to use certain functions or

is denied access entirely.

The common thread among these solutions: Only after a

user is authenticated on the network can the server apply

rules to the logged-in user.

Is there a specific target market for rules-based printing?

“When rules-based printing appeared five years ago or so, very

large corporations were the early adopters,” says Dewey. “Today

it runs the gamut from small law firms to major accounts.”

Shah also considers the market wide open, with potential

targets including any customer seeking to maximize office

efficiency and control the total cost of printing. Temple

drills down further, identifying any environment with five or

more connected devices as a “definite prospect.”

Rules-based printing is a proven way to leverage the

network to deliver significant cost savings, perhaps leading

to MPS engagements and further driving down the cost of

doing business. A compelling sales opportunity, reps inter-

ested in pursuing this type of solution sale need not go it

alone. The manufacturers’ support engineers will assist in

analyzing the environment to determine exact needs.

Though the sales cycle may be extended, there is a huge

upside: Customers that deploy your DM and cost-recovery

software also buy your hardware. �Denine Phillips of Tech-Write LLC specializes

in the development of marketing collaterals,

technical manuals and training materials for

the office technology industry. She can be

reached at [email protected].

Visit www.tech-write.biz.

Rules-based printing is a proven way to leverage the network to deliver significantcost savings, perhaps leading to MPS engagements ...


Phillips Nov 10:Phillips Nov 10 11/1/10 10:03 AM Page 11

With the hustle and bustle that you

face every day, it is sometimes dif-

ficult to set aside time for future

planning. If you are like many other dealer-

ship owners, the few hours that you can set

aside are used for planning future deals and

maybe doing some budgeting. Rarely does

the thought of planning your succession

come to mind. Unfortunately, this has really

come back to haunt some dealerships.

According to Webster’s Dictionary, succes-

sion is the act of succeeding or coming after

another in order or sequence or to an office,

estate, throne, etc. It might be of interest to

know that the word “success” was originally defined as the

outcome of something, either good or bad. Over time, this defi-

nition has changed to mean a positive outcome only. So while

succession is the act of replacing someone in the business, the

actual replacement can and has been done with varying levels

of success. The goal of this article is to provide some insight

into why succession planning is so important and to outline a

plan you can follow to create a succession plan that will

provide a positive outcome.

So, why is succession planning needed? The most obvious

reason for having a succession plan is to provide for a dealer-

ship owner’s transition into retirement. Because of this, many

people have a tendency to confuse succession planning with

exit strategy planning. However, there are other reasons for

succession plans in a dealership. What if something were to

happen to the dealership owner or one of the key managers or

employees? Unfortunately, I have seen situations where

someone becomes ill or passes away unexpectedly, leaving the

dealership vulnerable. These unplanned events wreak havoc

on a business. With no plan in place, those left behind are left

scrambling to come up with a plan. In many cases, this plan

has simply been to sell the dealership for pennies on the dollar.

Now let us take this down a level in the organization. What

happens if one of your key managers is the one leaving unex-

pectedly? If you have not outlined a plan for replacing him (or

her) and have not started the process of training someone, you

will be starting from square one and the business will

inevitably suffer. So, you can see that plan-

ning for the future replacement of all key

employees is something that deserves a

little attention.

How can you be prepared for an uncer-

tain future? First, let us look at the two sce-

narios one may face — a planned versus an

unplanned succession. In a planned succes-

sion, you are calling the shots and replacing

someone proactively. You typically have time

to plan and handle the things that need to

be done to ensure a smooth transition. Since

the person is still there and functioning in

his role, the worst case scenario is that it

takes longer than expected for him to leave.

When facing an unplanned replacement, there tends to be a

lot of confusion and turmoil. In most cases, there are issues

that go beyond the business that have to be dealt with and

these usually come first. For example, if a key person in the

dealership becomes ill, the focus is on helping them get better.

Managing the dealership can be ignored during these times.

The worst case scenario for the business here can be cata-

strophic. The moral of the story: Plan for the unexpected and

be ready.

When looking at your dealership, it is important to deter-

mine which positions require a strong succession plan. These

positions are typically senior management positions like presi-

dent, director of administration, CFO, vice president of service

or service manager, vice president of sales or sales manager, etc.

Once you have determined the need for a plan, there are

some things you can do early in the process. First, make sure

that you have a good write-up of what each of these managers

does. We refer to this as a “hat write-up” and it contains things

like the purpose of the post, the products or expected outcomes

from the post, the key statistics or performance measures of the

post and the duties and responsibilities of the post. This can

and should be followed up with detailed procedural documents

outlining exactly how each of the key duties is done.

Ideally, these should be in place for all positions in the deal-

ership, regardless of the need for a succession plan, but here is

a good measuring rod. Look at your job and the jobs of your

Succession PlanningYou must be prepared for an uncertain future

by: Jim Kahrs, Prosperity Plus Management Consulting Inc.

PRINCIPAL ISSUES

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Kahrs Nov 10:Kahrs Nov 10 11/1/10 12:31 PM Page 26

key people and try to imagine what would

happen if you or these key people were not

there. Which areas would cause the biggest

problems or leave the biggest holes? These

are the areas to concentrate on right away.

Get them written up as soon as you can.

Now that the hats have been written up,

it is time to create a succession planning

chart. This is a chart that lists the key

people in the business and identifies

potential successors. We usually look at each position and

determine a level of preparedness for that position. The first

level has a successor named and already on board with the

company. At this level, the person is fully trained and ready to

take over the position. This is a great place to be. The second

level is where a successor is on board, but needs one to three

years of training and experience to be ready. The third level is

where a successor has not been identified. A level needs to be

determined for each of the key posts. Just doing this exercise

alone can be quite an eye opener. It is not uncommon to go

through this and realize that you do not have any successors

on board for yourself or your key managers. The good news is

you can start building a plan now.

One element in succession planning that is often over-

looked is the need for oversight. A business is most vulnerable

in the event of an unplanned succession. If the owner or

leader of the company is unable to work, the team can be left

without the leadership needed to succeed. It is a good practice

to name a board of directors for the dealership that would be

able to help guide the business in case of an emergency. This

board can consist of trusted colleagues or business advisors

who can help the managers navigate a transition. Members of

thi s board could include your busin ess consultant ,

accountant, banker, owners of other dealerships, other local

business owners, etc. The idea is for them to provide guidance

and direction and to help with making key decisions and

finding a replacement for previous owners or managers who

are no longer there.

As mentioned earlier, there are two types of succession that

can occur, a planned succession and an unplanned succes-

sion. When the transition is planned in advance, the process

can and should be a much smoother one. Using the succession

chart discussed above, a replacement should be identified and

trained for the post. When taking over as the most senior

manager in a company, your successor must understand what

makes the business tick. He needs to understand all aspects of

the business, from sales and service to admin, cash flow and

financials. If your successor does not have

the ability to step into your entire role,

then he is not ready.

An unplanned replacement is another

story entirely. A sudden need for replace-

ment is usually due to a catastrophic

event. In this case, a plan needs to be

worked out in advance that outlines the

steps required to safeguard the company

and keep things on track. It works well to

list out the major actions that will need to take place in the

first 24 hours, the first week, the first month, etc. For

example, in the first 24 hours, a meeting of the board must be

convened to assess the situation and determine a course of

action. A message must be prepared and delivered to the

employees (and possibly the customers) and a temporary suc-

cessor must be named. In the first week, the board and the

temporar y successor must work to plan a permanent

replacement. Planning this process in advance can mean the

difference between making it through this event and having

the company go under. At the very least, it ensures the

smoothest transition possible.

The most important asset you have is time. A good succes-

sion plan can be drafted while time is on your side and far in

advance of it ever being needed. Though the odds of facing an

unplanned need for succession are very slim, it is worth being

prepared for it. As a side benefit, it has been established that

dealerships that invest the time and effort in creating succes-

sion plans are more successful than those that do not. Just by

putting your attention on the future, you inevitably find your-

self drafting other business plans that help you build a

stronger, more successful business. So, do not wait. Get your

plan going today. You will be glad you did. �Jim Kahrs has been a leader in the office systems

industry for more than 20 years. He has been recognized as a

top sales producer, sales manager, operations manager,

dealership executive and business consultant.

As president of Prosperity Plus Management Consulting,

Kahrs works directly with office technology dealership

principals and senior executives, helping them improve

their sales, cash flow and bottom-line profitability.

He has also helped many dealers successfully

navigate the sales of their dealerships or

the purchases of other dealerships.

Kahrs can be reached at (631) 382-7762

or [email protected].

Visit www.prosperityplus.com.

One element in succession planning thatis often overlooked isthe need for oversight.A business is most vulnerable in the event ofan unplanned succession.


Kahrs Nov 10:Kahrs Nov 10 11/1/10 12:31 PM Page 27

When business is good and the

economy is growing, profits follow.

When business is very good and

profits are great, owners often neglect to remain

focused on business details. Mistakes do not

have the same impact on the bottom line in a

strong economy. But in today’s economy, one

area for potential problems is draws advanced

against commissions to be earned.

If you pay your salespeople a commission on

each sale made, whether in full, or for just a part

of the sale, the policy must be detailed and in

writing. Commission plans pay on gross profits,

net profits, gross sales, margin, sales above a

minimum level and hundreds of other variables. There is no

correct formula for a commission plan. Monthly spiffs and

incentives further complicate compensation. The failure to reg-

ularly introduce new variables, contests and incentives can

cause your sales team to lose motivation.

Unwritten commission or compensation plans are like

playing a childhood game of Telephone. Each employee hears

the proposal differently. It is for that reason that all plans must

be in writing and detailed. This applies to contests and other

incentives as well.

Begin with the accounting period for the measurement of

commissions or contests. You must establish the point at

which the sale is made. Is it when the sale is booked, delivered,

installed or paid for? What are the salesperson’s responsibili-

ties after the sale? Is the salesperson involved with the de-

livery, installation, training and/or customer follow-up? If all

the sales functions are not performed, is the commission

earned? Establish in writing each and every requirement nec-

essary to earn a commission on a sale.

How will returns be handled? Do you wait 30 days to pay

the commission? Do you chargeback? Must the employee be

employed on the date of payment to receive the commission?

If others complete the sales responsibilities, is the commission

shared or forfeited?

In a litigated case, a salesperson made a significant sale and,

based on his success, demanded a compensation increase. The

owner refused and the employee quit. The written commission

policy provided for several requirements after

the order was written and one was that the

employee had to be employed to receive the

commission. The company refused to pay the

commission and the court upheld the decision.

The written policy was clear. The salesperson

did not perform all the requirements and was

not employed on the date required. Keep in

mind, the employee resigned. The outcome

would surely be different if he was terminated

without cause.

Many employers pay a draw against commis-

sion to help employees with their budgeting. In

a difficult economy, it is not unusual for an

employee to draw more than is being earned. If the employee

subsequently quits, can the draws be recovered? A written

commission policy will govern the situation. In addition, how

the draw is characterized will be a factor as well. If the draw is

stated as a minimum salary, it cannot be recovered. If it is a

loan against commissions earned, it can. If the draw is a loan,

then an appropriate note should be prepared to memorialize

the indebtedness. Employers should also consider placing a

cap on the amount of the draw.

Rules also vary depending upon whether a salesperson is an

inside or an outside salesperson. Minimum wage does not

apply to outside salespeople if they are in the field at least 80

percent of the time. Inside salespeople on commission must

receive at least one-and-a-half times minimum wage as com-

pensation. This may be important in regard to your telemar-

keters who are selling supplies.

If an employee owes you draw and leaves your dealership, it

is important to pursue the deficiency. Failure to do so is a

license for other salespeople to do the same. Bring your sales-

people into the discussion when formulating a commission or

compensation plan. Participation in the formulation makes

acceptance easier. Most importantly, however,

is having a written plan. In today’s economy, it

is essential. �Robert C. Goldberg is general counsel

for the Business Technology Association.


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

COURTS & CAPITOLS

Draws Against CommissionEstablish a detailed, written commission plan


Goldberg Nov 10:Goldberg Nov 10 11/1/10 12:34 PM Page 26

BTA HIGHLIGHTS

BTA would like to welcome the following new mem-bers to the association:Dealer MembersAdvanced Office Systems, Arlington, TXAdvanced Business Equipment, Allentown, PAAdvantage Business Systems, Jackson, MSArden Business Systems, Armonk, NYBraswell Office Systems, Corpus Christi, TXComplete Business Systems, Upland, CAGolden Gate Office Solutions, San Francisco, CAJanco Business Systems, Wolcott, CTRayco Inc., Corinth, MS

Service Associate MembersArchipelago Financial Services International,

Oxford, CTEmerald Executive Search, Castle Rock, CO

Vendor Associate MembersSagemcom Canada, Montreal, Quebec, Canada

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

The managed net-work services (MNS)opportunity provides a tremendous marketfor MFP dealers.

The shift is occurring now, and forward-looking dealers have an opportunity to builda customer base in this growing market today. Mitch Morgan of CEO Focus(www.ceofocus.com) will show attendees howMNS offers a more cost-effective way todiversify revenues and reduce reliance onequipment and clicks. For more informationor to register online, visit www.bta.org/MNS.

For more information on BTA member benefits,visit www.bta.org.

For the benefit of its dealer members, eachmonth BTA features two of its Vendor or ServiceAssociate members in this space.

BTA VendorAssociatemember EpsonAmerica Inc. is

the U.S. affiliate of Japan-based Seiko EpsonCorp. Epson offers an extensive array of imagecapture and image output products for theconsumer, photographic, business and graphicarts markets, including printers, all-in-ones,scanners, large-format printers and more. It isthe company’s vision to drive digital imageinnovations by providing cutting-edge imagingsolutions focused on imaging on paper, onscreen and on glass.

www.epson.com

BTA ServiceAssociate mem-ber EverBank

Commercial Finance’s goal has been to helpits business technology partners boost sales,grow profits and build strong customerrelationships. Now, the company embraces itslegacy of “Real People. Fast Answers.” to bringyour company profit-enhancing products suchas cost-per-copy, managed print services,document management, dependable executionand a commitment to individualized customerservice. EverBank’s knowledgeable team isdedicated to the office products industry andyour success.

www.everbankcommercialfinance.com

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


Highlights Nov 10:Highlights Nov 10 11/1/10 12:36 PM Page 25

As we all know, managed print

services (MPS) are changing the

imaging business as we know it.

Gone are the days when one company

works with procurement to “own” the

copier and fax business while multiple

companies work with IT on printers and

related support. Very little conf lict

existed within accounts since copier

companies were never interested in what

was perceived as low-volume, low-

margin desktop printers that required a

minimal amount of service. Value-added

resellers (VARs) also had no interest in

copiers that required a high level of

service and support. All parties were

happy with this arrangement at the time,

but that is not the case anymore.

Today, various types of companies with historically different

business models want it all — hardware, service and supplies

for all devices. The small, medium or large VAR, dealer, direct

manufacturer and even office superstore all think they are

uniquely qualified to be the MPS provider for corporate

America. Each type of business has its strengths in the space

and can be successful as long as each business understands

that MPS requires significant change in how business is done

and are willing to make the investments in people, infrastruc-

ture and corporate culture that are required to be successful.

The VAR, whether it is small or extremely large, has had a

long-term relationship with IT and has greatly improved its

service offerings. VARs now have access to very strong MPS

infrastructures offered by their supplies and parts distributors

that have invested heavily in this space. These distributors

offer a turnkey approach for the VAR that is transparent to the

customer. By utilizing these offerings, the VAR is a viable

player in the MPS space.

The copier dealer and manufacturer direct branch locations

have been known and respected for quality and timely service

of truly high-end devices. They are strong with leasing, cost

per page and managing f leets of copier/MFPs and fax

machines. They can take over and manage the entire fleet of

printers as long as they realize the needs

are quite different than those of an office

copier/MFP. Taking over the fleet will

involve a different sales process, sales

representatives with a different skill set,

and a service department willing to

change and service multiple products

from many vendors.

Dealers have many of the tools to be

successful in the MPS space as long as

they are willing to learn and have people

willing to change how they sell and

service equipment.

The most interesting entrant into the

MPS space is the office superstore that

once sold low-end hardware and sup-

plies that the customer could purchase

using his (or her) corporate credit card. The superstores are

entering MPS in a defensive posture to protect the billions of

dollars of supply revenue that potentially could be lost as

dealers and manufacturers take down large MPS deals. The

office superstores are perhaps making the largest investment

in MPS. They are investing in back-office operations, service

and hiring many people dedicated to the sales and service of

MPS. Strong, long-term relationships with corporate America,

combined with a national presence of locations nationwide,

can certainly put the office superstores in a position to

succeed in the MPS space.

So, who will be most successful in MPS: VARs, dealers,

manufacturers or office superstores? In reality, they can all be

successful as long as they develop a plan, evolve, change and

make the proper investments needed to be successful. The

investments not only need to be in infrastructure and soft-

ware, but also in people.

Many of the companies that have entered the MPS space have

complained of marginal success. These dealers are still looking

at MPS as an equipment sale when it really is a professional serv-

ices sale. Most dealers continue to sell through their general-line

reps, which is not the way to go. Even though MPS is a new way

of doing business, most companies are doing very little planning

prior to launch. The ones that have turned MPS into a nice profit

Long-Term MPS SuccessDo you have the right business model to thrive?

by: David Factor, Strategy Development

MPS STRATEGIES


Factor Nov 10:Factor Nov 10 11/1/10 3:04 PM Page 26

center have invested in

the training and con-

sulting that was the

critical catalyst.

MPS is the business

model for success in the

printer/copier/MFP

space going forward. It

is important that you

are in a position to take

advantage of this opportunity with your current customers today.

If you do not, those customers may not be yours for much longer.

They may soon be customers of that local competitor or national

office superstore. �David Factor is the director of business development for Strategy

Development, a management-consulting firm for the technology

and outsourcing space, leading dealers and VARs into MPS.

In addition to consultancy for business planning, sales

effectiveness, and operational and service improvement,

Strategy Development developed and delivers the BTA MPS

Sales Workshop and BTA MPS Operations & Service Workshop.

Factor has an extensive background in the

imaging industry, having spent 18 years at

OKI Data Americas. He can be reached at

[email protected]

or (908) 336-8147.

Visit www.strategydevelopment.org.


Many of the companiesthat have entered theMPS space have complained of marginalsuccess. These dealersare still looking at MPSas an equipment sale ...

ADVERTISER INDEX

31 • BTA Marketplace

www.bta.org/BTAMarketplace

21 • BTA MNS Workshop

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

23 • BTA MPS Sales Workshop

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

23 • BTA MPS Operations & Service Workshop

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

30 • BTA Scholarships

(800) 303-4031 / www.bta.org

13 • CIT

www.cit.com

11 • Digital Gateway

(866) 342-8392 / www.digitalgateway.com

5 • DocuWare

(888) 565-5907 / www.docuware.com

17 • FMAudit

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

16 • Global Printer Services

(800) 588-3554 / www.globalprinter.com

32 • GreatAmerica Leasing Corp.

(800) 234-8787 / www.greatamerica.com/Navigator

14 • IBPI

(480) 393-1694 / www.ibpi.net

2-3 • ITEX 2011

www.itexshow.com

7 • Konica Minolta

www.CountOnKonicaMinolta.com

19 • Marlin Leasing

www.marlinleasing.com

9 • Strategy Development

(610) 527-3317 / www.strategydevelopment.org

15 • Supplies Network

(877) 427-3261 / www.suppliesnetwork.com

Having trouble finding money for your child’s

education?

Scholarships for use at colleges or accredited vocational trade schools are

available to the sons and daughters of BTAretail dealer and reseller members and the

sons and daughters of their full-timeemployees. Scholarship recipients are

chosen by an impartial and independentevaluator. Completed applications must be

received at BTA by May 1. To obtain ascholarship application form, contact MaryHopkins at [email protected] or (816) 303-

4031 or write to: BTA ScholarshipFoundation, 12411 Wornall Road,

Kansas City, MO 64145.

®

BTA Can Help.

Factor Nov 10:Factor Nov 10 11/1/10 12:45 PM Page 27

Marketplace FP:Layout 1 10/25/10 2:03 PM Page 1

800.234.8787 | www.greatamerica.com/Navigator

December 7-9, 2010 - Dallas, TXSales Training* to teach the Managed Print Services sales process and develop teams with advanced deal crafting and interactive best practice sharing.

Your guide to MPS success

*Now with ongoing support for alumni.

PRSRT STDU.S. Postage PaidFulton, MO 65251

Permit #38 Office Technology MagazineBusiness Technology Association 12411 Wornall RoadKansas City, MO 64145(816) 941-3100www.officetechnologymag.comwww.bta.org

GreatAmerica ad Nov 10:32OT0408 10/27/10 8:26 AM Page 1

November 2010 Office Technology

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