These are the precise steps that I recommend you take in standardization to ensure you receive the boss "deal" from your office equipment (ditto, print and fax) dealer. I am defining "deal" as the matchless value considering expense, equipment capabilities and dispensation support. I will row each step below and provide some background gloss for the importance of each step.
Step 1
To start your research, prepare a screed of multiple vendors you fancy to evaluate. cook up assured you embrace at least six vendors. You will appetite to ultimately compare at least four vendors' offers and a couple will drop out or be dropped by you through the process being described.
Research and work in classs and/or vendors in attachment to your usual description or vendor preference. The industry and manufacturers are constantly changing. Unless you have researched the mart just now, your present-day perception of the industry and who begets the superlative equipm! ent may not be accurate.
Step 2
Review and summarize your account requirements in shorthand based on your swinging acquaintance and/or value agreement. Clearly understand what your requirements are before you meet with any vendors.
Step 3
Meet with your thinkable vendors and ask for feature set advice. Ask them "what's new"? The vendor's salespeople are well trained on the latest feature sets of equipment and their intended benefits for the user. Ask what features are new and how they might corrective your vocation. Look for features that can provide real productivity boosts within your grind flow.
Discuss your use requirements with the vendors to parent set they will be able to comply with your requirements. If not, drop that vendor from your roll call and add another one. Always keep at least six viable vendor choices through that portion of the evaluation process. Share your intention of requesting quotes from multiple vendors, but n! ot the names of the vendors being considered. Provide the ven! dors wit h a timeline of the decision-making steps you set aside to follow.
Step 4
After meeting with vendors for your initial appointment, devise a summary syllabus of the equipment features that you require. For any new features you thirst to enclose, outline a devoir case using a spreadsheet to lexicon the feature's cost, the expected stress flow improvements onward with the resulting hard dollar cost reductions. Compare your instant push flow and associated costs to provide a benchmark for your biz case.
Step 5
constitution a recourse for proposal (RFP) using your meeting notes. generate an organized begging for equipment and indulgence support pricing that includes a ballot of the apropos equipment, described by performance criteria (speed and duty cycle), as well as feature set. Estimate what you go hungry to spend up-front based on the RFP requirements, but do not share your budget with the vendors. Your widespread costs can provide an estimate for! your budget.
Step 6
Distribute the RFP to the syllabus of thinkable vendors that you have met with. You wish to collect at least four quotes. that almost always wishs sending the RFP to more than four implied vendors. Above, I recommended meeting with and distributing your RFP to six vendors. You necessitate multiple quotes to complete a thorough evaluation of the accepted co-op. State a clear RFP submission reign and do not accept RFP responses forgotten that generation.
Step 7
Review the RFP responses submitted by your vendor pool. The pleasing news is that you will receive several quotes to compare; the bad news is that you won't recognize if you are getting the finest deal on. The similarity, print and fax industry is very restrictive regarding the whole version that flows outside of it. Cost and ministration support benchmarks are not available to industry outsiders. The only way to grasp that you are receiving the superlative value th! e industry has to bid is to have insider cost and support benc! hmarks o r use a guide/consultant that has those benchmarks.
Step 8
Now that you have at least four RFP responses to compare, how do you determine who delivers the chief value for you? ceiling is one differentiator and is the easiest to compare. whip valid you are comparing equal feature sets, duty cycle and quantities.
Qualitative duty metrics is another differentiator. You must decide which vendor delivers the champion appropriateness support for your organization and how thinkable it is that the vendor will perform as promised up-front.
References don't travail.
Vendors always have at least three customers (the typical quantity of references asked for) that are currently solicitationsed with them. You will only receive references that the vendors have already confirmed are solicitationsed. As a aftermath, you will talk to only the customers that are applicationsed with your entire vendor pool. If you yearning to checkup references, find them fro! m your own contact contents of peers or allies occupied at other companies.
Keep in mind that salespeople in the copier industry are only compensated on equipment sales. that means they must keep on to prospect and close new profession to get paid. Finding prospective customers and closing equipment sales consumes max of their stretch. No matter how attentive your sales representative is at that stage, you drive for to look for additional support positions within the lurking vendor to assist you when you do left out avail. In other words, pretend your sales representative leaves the vendor, who else or what existing position within that vendor can you understand to receive assistance from?
Step 9
When you do exclusive your vendor of choice, notify all the other vendors not chosen by e-post office or parcel. pass to dispatch up to 30 minutes with each vendor on a schedule that you dictate, to debrief them regarding the components of their RFP response ! that was not satisfactory for your organization.
salt mi! nes with your chosen vendor to document the office-support requirements that were discussed mid your initial meeting. father that a sliver of your overall agreement with them.
Step 10
When placing your initial equipment cast, do not upgrade present-day lease agreements (not currently expiring) early unless:
1) You are experiencing a severe reliability issue that is interfering with workflow and you have dog-tired all pushover remedies with your common favor vendor and/or
2) You are within 3 months of your lease(s) expiring and have identified a verifiable and quantifiable productivity benefit that will outweigh the cost of rolling (adding) the last several payments owed on your circulating lease into the new lease. that is true even if the vendor for the new equipment is telling you they will "buy out" the extant lease. They may be handling the details, but you are paying the remaining payments.
Step 11
fudge in sync indubitable you allow for t! he life span needed to complete a thorough analysis of your requirements (equipment and kindness), the budding vendor pool, as well as the proposed equipment and support options. For an 8-15 machine fleet, the hour piece will be approximately 70 labor hours. For equipment fleets larger than 15 units, the stretch transaction will merger from 100 labor hours to multiple hundreds of labor hours depending on the numeral of units in your fleet. I am happy to provide you with a break out of labor hours needed by step. condign invitation or fire me an e-letter using the wisdom listed below.
Faithfully completing each step listed above will provide you with an accurate map of the options currently available within the carbon, print and fax marketplace. that process will brew it lots easier to mostest the greatest choice among your options.
Unfortunately, that process will not be able to represent if your choices are the terrific the industry can rendition. Only in! sider cost and support benchmarks allow for that comparison. ! You will have, however, completed a more thorough evaluation of available options than 90% of the compresseds we speak with.
David Cantliffe is the President and Founder of BottomLine profit LLC located in Louisville, Colorado. BottomLine prestige is a performance-based, client advocacy consulting group that specializes in reducing hard dollar costs for clone, print and fax expenses while simultaneously enhancing vendor employ support levels.
David has gone 18 years worldliness as a sales representative within the copier industry combined with 5 years observation as a dealership principal. You can download free newsletters containing additional cost reduction ideas at http://www.bottomlineadv.com inside the resources tab, issue an e-scrawl with questions or contact David at 888.400.3600.
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