Working with your Assessment Results26 Feb, 2008 By: Editorial Staff imageSource
Working with your Assessment Results
So you’ve completed an audit for a prospect. Now what? This information is
good, but how do I use it? What do I include? What do I leave out? What other
information needs to be addressed? Properly utilizing your assessment results in
conjunction with a document workflow analysis performed at the prospect’s
location is the key to successfully proposing
Items for consideration include:
-- Will my company take over service on existing equipment?
-- Will I propose a total replacement strategy?
-- Is the prospect currently servicing its existing fleet?
-- Will outsourcing be considered?
-- What about asset depreciation?
How you work with your assessment results will ultimately determine how
profitable your solution will be. I use the word “solution” and not “proposal”
because if you are truly performing a document workflow analysis and consulting
with your prospect as you do, then you will have earned their trust, gained
valuable information about their overall situation and their existing costs, and
can effectively manipulate both the pace and direction of the sales process.
Whether or not your company has the ability to service and / or sell printers
will certainly affect what your solution will ultimately be. If you do service
and sell printers, you can utilize a software package like Compass Opportunity
Manager to determine both the existing cost per page on what the prospect has,
and a replacement cost per page including your internal cost of service and
industry pricing for supplies, etc. This can truly help you to create a total
replacement strategy or just take over service on existing equipment that the
prospect has. If you don’t service or sell printers, you can use your assessment
results to determine high volume and high traffic areas, identify machines that
are in misplaced volume band areas, over or under utilized assets, and devices
with unusually high TCO (total cost of ownership). You can then begin to create
a replacement scenario based on the functions and capabilities of the MFPs that
you provide. Right sizing printers with MFPs and strategizing on where devices
most appropriately fit will also add to the credibility of your solution in that
you are showing an understanding and depth of knowledge about how documents and
images are moving throughout the prospect’s organization.
Other internal factors that affect outcome:
Understanding whether or not the prospect services their existing fleet of
printers is a key question to be considered. Who is performing the service? Is
the IT department working on printers as well as the network? If so, there is a
premium to be placed on time spent servicing equipment instead of other IT
functions. Why did they decide to service internally? What amount of time is
spent on servicing printers? How could that time be better spent? Asking these
questions could yield a treasure trove of answers that could provide you with
some real consultative advice on how to change their corporate culture.
Whether or not the prospect is outsourcing document production is also
valuable information to have. What kinds of documents are being outsourced? How
many are black and white; how many are color? Why are they currently being
outsourced? Is it cost related, or a manpower issue? Would they produce these
documents in-house if cost could be controlled? In addition to these questions,
finding out whether or not there might be some other kinds of documents that the
prospect would like to produce if cost was not an issue needs to be uncovered.
If you can utilize dollars already being spent to help cost justify your
solution, you create a win-win for your prospect.
Asset depreciation is an issue that can have a great impact on the
profitability of your solution as well. If a prospect is leasing equipment, a
monthly value is already set for each asset. If they purchase copiers or
printers outright, they will generally depreciate the value of the asset over a
period of time. Many times in an evaluation, this step is left out by a sales
rep, and it shouldn’t be. Somewhere, on some balance sheet for the prospect, the
asset IS being depreciated. Assigning a value to that will go a long way toward
building your gross profit and providing a true solution for your prospect.
Once all of these items are understood, you can then begin to look at all
variable costs that a prospect has and begin to help them “fix’ their costs.
When you know all costs associated with printing, both in and out of house,
copying, document moving and storage, time being spent on various jobs, possible
onsite service by the prospect, etc., you can truly help guide your prospect to
a better solution using their own information to do it. They can’t argue with
their own information. It is crucial that you validate your data throughout the
process, and present your findings in a cohesive way. As you build your
solution, you build a relationship with your “customer” for the long term.
Rob Gilbert, Sr. – DSM Fleet Management Services, came to Compass with 20
years experience in the office equipment industry, working as a sales rep,
senior rep and major account manager for an independent dealership in Va., Sales
Manager for Ikon for 5 years, and as Director of Sales for an independent dealer
acquired by Global Services. Rob was Image Management Certified by the Ricoh
Corporation, and has a full understanding of CPP programs from consultation to