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MPS Service & Operational Excellence

22 Mar, 2010 By: Steve Rolla, Pros Elite Group imageSource

MPS Service & Operational Excellence

This article takes a complete look at the operational and service benchmark
training required to maximize service productivity, performance measurement and
profitability. In previous articles we have tackled the issues of MPS Specialist
vs. MPS Generalist and MPS Sales Compensation.  Talking about organizational
issues and compensation issues before talking about the training required to
make MPS operational, is a good working example of ready fire, aim.

A Managed Print Services contract is a relatively simple transaction to
execute. We all know in most cases, it is a simple cost / page agreement.   At
the same time, getting an MPS transaction to the execution stage requires the
most precise selling and service planning process this industry has ever
encountered.  Any of the space shuttle commanders will tell you that putting the
space shuttle on the ground after final approach is relatively simple.  It’s the
process of getting it back into the atmosphere and into final approach that is
extremely precise (and quite difficult).

If you are heading into MPS and have not yet made an investment in a quality
Sales and Service tactical and operational program, know that the training
required to bundle MPS into 50% or more of your MFP transactions covers a host
of very important skill development components.  In Sales, the most obvious
element one would expect to require training on is executing the automated Data
Collection device software survey.  While this is almost always a standard
component of any training program, we believe that developing the skill sets of
managing the buying cycle of a multi layered complex team is an equally or more
important component of Sales Training. In much the mame way, any quality MPS
service training program would incorporate a component on pricing and cost
assumptions on a blended MPS / MFP transaction, however, again we would argue
that training on the new financial and productivity benchmarks and the tactics
to achieve them is equally important  as being proficient in building a blended

C-Level Contacts

A successful MPS sales transaction is normally couched in a financial,
operational or process improvement initiative of an organization. Getting to sit
on that couch is a function of being successful in approaching a C-level
contact.  The Sales training program must therefore begin with real world
tactics to make contact and develop rapport with that C-level. The training
program must proceed to enhance rapport building with the C level which is
almost always a function of uncovering the discontent inherent in an
organizations process and then linking a solution that has a tangible benefit to
a C-level’s vision or goal.  A C-level sponsorship leads a Sale Professional
into the swirling waters of a multi tiered buying team whose dynamics are
complex.  A solid MPS training Program will teach you how to identify the
players in this buying team and the tactics necessary to get them on your side
as you begin the data collection process. 

The data collection and cost collection process is always a staple of a Sales
training program.  A great Sales training program will take the attendees from
the data and cost collection process into a thorough analysis of the raw data
and make the attendees assemble the raw data and cost information into multiple
potential solutions for critique of experienced instructors who have a history
of MPS success.  Once this exercise is completed, the training needs to focus to
the construction and presentation of an exhaustive implementation program.  A
solid implementation program, presented well, almost always deflates the
intensity of pricing objections.  Finally, a Solid MPS training program provides
its attendees with every tool necessary to go back and hit the streets running. 
All C level approach, pre and post survey, implementation plan, proposal,
pricing, and follow up tools and templates must be provided.

The majority of Service executives and managers who require MPS service
training have spent their entire careers focused to satisfying copier, fax, or
MFP customers while at the same time attempting to achieve “Benchmark”
productivity and profitability.  The first revelation a solid MPS service
training must expose is the vast difference between the MFP and MPS benchmarks
for productivity and profitability.

Solid Service Training

The difference between achieving 40% and 65%+ gross margins in MPS is a
subtle art that must be the core of MPS Service training.  A solid MPS Service
training program exposes the attendees to the new financial and productivity
benchmarks and then builds its curriculum around the specific tactics necessary
to achieve the individual benchmarks.  Designing an organization that is capable
of providing quality service is paramount to its success. Selecting the right
Service technician and compensating him or her correctly needs to be an integral
part of the training program.  Achieving optimal productivity and profitability
in the printer servicing environment requires far greater training and logistics
expertise to than does the typical MFP servicing environment.  The Service
training required to develop this expertise needs to focus on who the various
printer service parts, cartridge and training organizations are, and how and
when to use these organizations.

BEI Pros, co-author of the copier industry benchmarking model, is considered
one of the industry’s best at improving service organization productivity and
profitability.  The BEI Pros team and a managing partner of the Print Management
Solutions Group, has created the industry’s first MPS Service financial and
operational model. “We teach our attendees how to differentiate the model from
our MFP model and then we show them how to achieve it,” says Jeff Kelly, VP of
BEI Pros.

There are literally thousands of models of printers in the installed base of
printers in the field. As if coming up with the right training program were not
difficult enough, selecting the right supplier for spare parts and then
developing economic and responsive inventories exacerbates the complexity of

the MPS service equation. MPS Service training should then provide you with
solid recommendations for suppliers of parts and supplies based on solid testing
and analysis. The Print Management Solutions Group (PMSG), Ormond Beach,
Florida, bases their recommendations for suppliers on the track record of the
60,000 printers their clients’ service. The best practices of superior quality
MPS service organizations should be explored in the service training program, so
that an attendee can develop a very clear vision of what good service looks
like. Finally the MPS service training program should leave its attendees with
an automated territory design tool that works in both MFP and MPS environments.

Service can be the ultimate differentiator and therefore designed an
extensive two-day training program for MPS service executives.  “The information
required to do a world class job in MPS service training could never be
consolidated into less than two days,” says Jerry Newberry, president of BEI
Pros.  “We feel so strongly that MPS service excellence be a requirement of a
solid dealership, that we built it into our PROs Elite 100 dealer program.”  

The most important component of an operational MPS Sales and Service training
program is developing a team approach to MPS that unites the two functions for
achieving MPS excellence when they return to the dealership. Service and Sales
must be totally united in their strategy to penetrate this lucrative market. 
Each function is instructed on so that a dealer considers all of the needs of
the customer and the dealership in constructing an effective, profitable MPS

If a dealer is truly involved in MPS for a year or more, they should start to
see that 50% or more of their deals have an MPS component in them.  Dataquest
states that “by the year 2012, 80% of all MFP transactions will be linked to
MPS.”  If your dealership is not in MPS and you want to get into it, the
training elements previously described must be satisfied. If your dealership is
in MPS but you are not achieving 50% or more of your deals in MPS, perhaps you
should consider pursuing the training needed to get you there. BEI Pros and PMSG
will facilitate the MPS Service & Profitability Forum at ITEX 2010; a full day
workshop with multiple presenters held on March 2, just one day prior to the
official show floor opening (details at

Steve Rolla is a senior consultant and facilitator for PMSG and BEI Pros,
based in Florida. PMSG, an alliance combining two expert training & consulting
companies; Learning Outsource Group & BEI Pros, provides a complete suite of MPS
consulting and dealer education services. Contact: 800-403-9379 or



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