Selling Digital Printing — Business Builders
“A $2 million and a $30 million printer have different training needs, different customers, and different ways of going to market and selling their services,” Barbera says. “We can adapt our program based on the customer size, market and their applications. The care, nurturing and support that printers get from our dedicated specialists in the field comes in the form of knowing their businesses, making joint sales calls with them, and helping the sales reps make that transition to selling more integrated-type solutions.”
The old kid on the block when it comes to digital printing, Xerox Corp. relies on the lean Six Sigma methodologies for quality, which it also uses to do some of the analysis in its Digital Readiness Assessment, the leadoff hitter in the ProfitAccelerator program. Xerox conducted an internal project on a worldwide basis to study the various factors that lead to garnering high digital printing volume.
“I wanted to get to all of the other functions of ‘x’ that led to large volumes,” notes Gina Testa, vice president of customer business development at Xerox. “The result of this project was statistically valid, and it told us that, rather than one key answer, there are 17 variables that led to high levels of success at digital. Now, we have a database where people can benchmark themselves against those 17 variables.
“This is where we like to start with customers—actually sitting down with them and doing a business assessment, so they know where to start,” Testa adds. “From there, we can lay out a game plan.”
The second phase involves the ProfitQuick financial tool. Profit- Quick is designed to help printers determine and write a business plan built upon the applications the user has identified and the volume the printer intends to run through the digital machine. Xerox created ProfitQuick in conjunction with several industry consultants and worked closely with RIT’s Sloan Foundation in its development.