Managed print services…an ideal program whose very name indicates three distinct elements. And as much as it can represent a recipe for success, missing any one ingredient can also spell disaster or, in a best-case scenario, a learning opportunity that can benefit the dealer’s organization going forward.
Even the most grizzled of MPS veterans can relate a tale or two of implementations that did not launch as planned. In conjunction with this month’s State of the Industry focus on MPS, we asked dealers about their experiences with scenarios in which the initial foray was not successful, and the steps they took to remedy the situation to make the ultimate outcome palatable for all parties involved.
With a company the size and stature of New York-based Atlantic Tomorrow’s Office, success is ingrained in its DNA. But it is that drive to succeed that can sometimes sidetrack the dealer from its “tried and true” processes that ensure effective implementations, notes Larry Weiss, company president and CEO.
Where can breakdowns occur? Weiss points to the typical suspects—a poor understanding of the client’s environment, current pain points and customer expectations from Atlantic’s program.
“Any resulting implementation process departs from our normal, smooth deployment and bogs down in unaddressed client requirements or questions,” he said. “These deviations typically lead to customer dissatisfaction, additional time and resources, and in many cases, additional unexpected costs for Atlantic.”
Weiss cited one problematic scenario which was actually an expansion of an existing managed print contract to include manufacturing and distribution facilities. Atlantic’s MPS solution is scalable and adapts easily for new locations and devices; however, the dealer failed to take into account the print requirements of the new facilities. A combination of extremely high print volumes, extreme toner coverage (labels and business forms) and 24/7 production taxed the dealer’s resources tremendously.
The customer quickly became dissatisfied with Atlantic’s support. The dealer re-engaged the customer and discovered the root issue.
“We worked together to reformat specific business forms that accompany palletized product for transit; these forms originally applied toner at rates three to four times the norm,” Weiss noted. “The result of our combined efforts is a satisfied customer, a profitable managed print contract and partnership with a client we hope will last for years to come.”
Value of Inclusion
Deviating from a successful process can occasionally result in challenges, but can often be rectified before getting too deep into the process. At KDI Office Technology of Aston, Pennsylvania, its MPS team provides a thorough initial assessment to key stakeholders and creates a full implementation plan. On one occasion, notes Karen Mullin, director of sales—MPS, a client did not include its IT arm in the initial meeting.
“Needless to say, we needed to do a lot of backtracking,” she remarked. “IT’s involvement as a key stakeholder is one of our requirements, as their upfront input is instrumental in ensuring a successful implementation.”
Inventory issues have challenged dealers during the pandemic, but it’s hardly a recent phenomenon. Take St. Cloud, Minnesota-based Marco. According to Dan Larkin, the dealer’s director of managed print services, a few customers turned to Marco for its MPS needs in projects that entailed significant technology refreshes with new devices, and it resulted in inventory challenges with the dealer’s manufacturer partners.
“Over the years, we’ve worked closely with our manufacturer partners and the distribution channel to be better informed of the challenges in advance to avoid customer frustration,” Larkin said. “We’ve held regular meetings to forecast demand and understand supply levels, so our internal teams and customers alike have transparency to make informed decisions.”
Dirty Data
Suffice to say, the accuracy of information provided by the client will go a long way toward ensuring a smooth implementation. This is particularly true when working with a large client with a complex fleet in multiple locations, notes Melissa Confalone, vice president of sales for West Reading, Pennsylvania-based Fraser Advanced Information Systems.
Confalone cites one such example where inaccurate info was furnished in advance, and it led to billing and service issues. And while the problem didn’t originate with the dealer, rectifying it certainly fell to Fraser.
“One of our core values, ‘do the right thing,’ dictates that we own the responsibility of ensuring correct data, even if we aren’t the ones collecting it,” she said. “But this experience was one in which we learned we needed to change our processes to ensure that all of the information we collect has been verified through a system of checks and balances. With the new protocol, we can easily identify errors early in the process and fix them quickly to avoid a larger issue down the road.”
Stargel Office Solutions’ pre-implementation process involves a thorough walk-through and detailed mapping of devices, relying upon FM Audit or HP’s SDS to ensure print volumes are accurate. This helps the Houston-based dealer mitigate the likelihood of any major obstacles during the implementation process, notes TJ DeBello, vice president of sales.
“Our process of submitting a deal is also very thorough and information is submitted to all departments through a digital workflow process so that we are all on the same page,” he said. “Taking these extra steps pre-implementation, setting the correct expectations for the customer, and over-communicating with each other as a company has protected us from any major problems during implementation.”
