For virtually all things business, bigger is almost always better. More units, more print/document management solutions, software—you name it. There is often a correlation between the volume of personnel involvement and the size of the overall price tag. VPs, specialists, engineers, CIOs, department heads—the more, the merrier (and often, more profitable).
But it’s long been said that a pact between a dealer and end-users that takes on mammoth proportions will also invariably result in more headaches. The best of the deal builders have the process down cold. Their ability to plan and coordinate can make the project installation all the more easier. They know who to call upon, and when necessary, can leverage relationships with other dealers, particularly when a client has multiple facilities outside their service area.
This is no small consideration. Whenever you bring another provider into the fold, it must be able to deliver on the same level of standards your firm has set. As we kick off this month’s State of the Industry look at contractual success, we begin with a list of the caveats and best practices that dealers have developed in elevating a routine sale into a massive takedown.
When it comes to partnering with other dealers, it’s important to have one that embraces the same customer values, according to John Konynenbelt, vice president of sales for Applied Innovation of Grand Rapids, Michigan. Service level agreements with partners helps to codify the service expectations.
“We do a pretty extensive job upfront to make sure we understand the reporting that’s required,” he said. “How service is going to get dispatched, how supplies get delivered, where they call project management, quarterly business reviews, everything because we want the customer that may be out of state or not in our territory to have that same experience.”
Keep it Simple
Lauren Hanna, vice president of sales, Blue Technologies, prefers to work with fellow dealers because they have a different approach to customer service. Communication—even to the point of excess—can help avoid many headaches and leave no doubts in terms of expectations setting.
“What really helps is creating a standardized deployment guide,” she said. “That way a dealer doesn’t have to make assumptions, in understanding that the machine needs to be set up [a certain] way. Here’s the key process. It’s all about making it simplified as possible.”
Like many dealers, DOCUmation taps its fellow CDA peer group members, and with more than 30 years in business, those relationships are firmly established. Hunter Woolfolk, co-president of the San Antonio-based firm, points out that many of the nation’s largest dealerships will reach out for a favor, large or small.
“These are the big boys that dominate their marketplace,” he said. “It’s great that we can access those dealers who can provide quality service for our customers. I’ll get a bottle of wine in the mail, thanking me for speeding up their project.”
Some dealers are naturally wired to be able to address multi-facility clientele, and United Business Technologies (UBT) fits that description. The Gaithersburg, Maryland-based dealer’s client sweet spot is the enterprise account, and while UBT has facilities in a number of major U.S. hubs, it simply can’t be everywhere. It has dealer partners (even multiples) in most markets where it doesn’t have a base. When third-party dealers are enlisted, UBT will fly its salesperson to that locale to ensure the client that it’s fully involved.
Stu Wise, president and COO of UBT, notes the nature of his clients and their demands have somewhat shaped their approach. “You’ve got to have the resources that can implement a project, the staff and project management talent, not just somebody on site to install copiers,” Wise said. “It’s being able to work with network analysts. With our entertainment industry clients, you need to have the right people in place because time is of the essence.”
Like-Minded
Wise and the other dealer execs that UBT engages meet once a quarter to discuss business, best practices, benchmarking—typical peer group talking points. Many of these dealers are household names, with reputations for quality and customer service.
“I can be assured these partners are going to get things done,” he said. “And when they need help, we’re able to return the favor.”
It’s interesting to note that, in the case of UBEO Business Services of Austin, Texas, the organization is an amalgamation of 24 companies rolled up over the years. That also translates to 24 unique IT strategic deliverables. And while that component hasn’t been centralized by the company, it’s been standardized, according to President Jim Morrissey. UBEO delivers the same level of service for its dealer partners.
“There’s no guesswork in our IT, we see it as a huge opportunity for our growth,” he said. “We want the dealers that we’re servicing to have that white-glove treatment.”
