The Old and The New Dot GPO's Top 50
Colonial also attacked the whole market and bid very actively on diverse jobs in order to find its niche. In order to accomplish this, the company would submit an average of four or five bids a day.
"We chose to work throughout the entire 21 office GPO system, quote on everything available that fit our capabilities, review the bid results provided by our service, and define where and with what printed products we could best find business," Rodriguez explains. "Since freight costs are normally not a factor in winning or losing work, it makes sense to match ourselves to all jobs that can run effectively on our equipment no matter which GPO office is doing the buying."
Colonial is building the GPO account to be 20 to 25 percent of its business, while relying on this work to generate additional income by ensuring that equipment time is sold and flowing the acquired dollars directly to the bottom line. In its first year in the GPO market, they have moved toward the head of the class in capturing their share of the federal printing pie.
Larco International's quick ascension to the GPO elite was made even swifter and differently from Colonial. A direct mail and laser imaging company, Larco looked to the high-end segment of the GPO market where each reward is of very substantial dollars.
Dave Dillon was the account rep who successfully lobbied company president Larry Scott to allow Larco staff to pursue available work from GPO. But, he did so only after the staff learned what to do to gain the work and successfully flow it through the business.
"Dave got key members of the production and data processing staff together, undertook some GPO training and found out what to do ahead of time," explains Scott. "I think we did the smart thing by allowing staff to find out what it needed to be successful in this market and then being aggressive in using these tools."